CANPACK releases 2024 Sustainability Report; company achieved 65% recycled content in aluminum cans, targets 80% by 2030

Wayne, Pennsylvania and Kraków, Poland (May 27, 2025) – CANPACK Group, a global leader in sustainable packaging solutions, has today announced the publication of its 2024 Sustainability Report, detailing two years of meaningful progress in environmental responsibility, social impact, and long-term business resilience.

The report highlights achievements across CANPACK Group’s three sustainability pillars: CARE, SUSTAIN, and RECYCLE, and demonstrates the integration of sustainability throughout the company’s global operations.

Commenting on the publication of the latest Sustainability Report, Marius Croitoru, CEO of CANPACK Group said, “Reflecting on the past two years, I am incredibly proud of the remarkable strides we have made in our sustainability efforts. Our commitment has never been stronger, and this report underscores the dedication of our people, the innovation driving our processes, and the strength of our partnerships.”

Key Highlights from the 2024 Sustainability Report:

“The road ahead presents challenges, but we remain confident and optimistic,” added John O’Maoileoin, Group Director of Sustainability. “By remaining committed to collaboration and continuous improvement, we will continue to make real progress and contribute positively to the world around us.”

The full 2024 Sustainability Report is available now at https://www.canpack.com/wp-content/uploads/2025/05/CANPACK_Sustainability-Report-2024.pdfFEEL INFORMED 2 CONTENTS FEEL INFORMED 1.1. CEO’S INTRODUCTION 04 1.2. CANPACK AT A GLANCE 06 1.3. OUR PRODUCTS 18 1.4. BUSINESS MODEL AND VALUE CHAIN 23 1.5. CORPORATE GOVERNANCE 26 1.6. RISK MANAGEMENT 37 1.7. ETHICS AND COMPLIANCE 40 1.8. PAYMENT PRACTICES 49 1.9. SUPPLY CHAIN MANAGEMENT 52 1.10. ECONOMIC SANCTIONS COMPLIANCE 55 1.11. TAX RESPONSIBILITY 57 FEEL RESPONSIBLE 2.1. MESSAGE FROM THE SUSTAINABILITY DIRECTOR 61 2.2. SUSTAINABILITY GOVERNANCE 64 2.3. SUSTAIN 70 2.4. RECYCLE 85 2.5. CARE 92 2.6. INTERVIEW WITH CAMILO PEREZ BUSTOS 134 FEEL ENGAGED 3.1. MATERIALITY MATRIX 139 3.2. STAKEHOLDERS’ ENGAGEMENT 148 3.3. RESPONSIBLE SOURCING 153 FEEL ASSURED 4.1. DATA COLLECTION 172 4.2. BENCHMARKING 174 4.3. AWARDS 180 4.4. PARTNERSHIPS 184 4.5. ABOUT THE REPORT 188 4.6. KEY PERFORMANCE INDICATORS 197 FEEL INFORMED 03 FEEL INFORMED IINNF NFOOR ORM F ME I R ED EDD 1.1. CEO’S INTRODUCTION 04 1.2. CANPACK AT A GLANCE 06 1.3. OUR PRODUCTS 18 1.4. BUSINESS MODEL AND VALUE CHAIN 23 1.5. CORPORATE GOVERNANCE 26 1.6. RISK MANAGEMENT 37 1.7. ETHICS AND COMPLIANCE 40 1.8. PAYMENT PRACTICES 49 1.9. SUPPLY CHAIN MANAGEMENT 52 1.10. ECONOMIC SANCTIONS COMPLIANCE 55 1.11. TAX RESPONSIBILITY 57 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 04 1.1. CEO’S INTRODUCTION FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 05 MARIUS CROITORU GROUP CHIEF EXECUTIVE OFFICER At CANPACK, we take immense pride in Over the past two years, we have been producing truly sustainable packaging for some fully committed to supporting and achieving of the world’s most recognisable brands. Unlike the UN Sustainable Development Goals by many other packaging materials, aluminium, consistently making them a top priority. steel, and glass are not only easy to recycle but Our industry’s responsibility is to ensure that can also be recycled repeatedly without losing the sustainability attributes of our products their inherent properties. are recognised and fairly assessed as compared to other packaging substrates. I’m pleased to share that since our last report, we have made significant strides in addressing Environmental issues have remained high on sustainability challenges. Key achievements the political agenda, and our industry’s task include our ongoing efforts to reduce our is to ensure that the sustainability credentials carbon footprint, continued investment in 100% of our products are widely recognised. This is renewable electricity across all our plants and particularly important in relation to legislation offices, and innovative approaches to further on deposit return schemes. As a responsible lightweight our products. We have also made business, we fully support the fair and balanced notable progress, particularly in aluminium, implementation of these schemes, taking care by significantly increasing the percentage of to include all packaging types and variable recycled content in our packaging. deposit rates. Of course, this progress has not happened by As we look ahead to playing our part in accident. It is the result of the hard work and addressing environmental and societal dedication of our people located around the challenges, it is clear that collaboration will be globe, collaboration with our suppliers, and the key to success in the coming years. We are eager strong partnerships we have built with our many to continue working closely with our customers global and local customers. It is noteworthy that and suppliers to drive the changes necessary these many achievements have taken place for our business, our people, and the planet. during a period of significant global political and economic uncertainty. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 06 1.2. CANPACK AT A GLANCE FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 07 1.2.1. MISSION, VISION & VALUES MISSION To be the global partner of choice for impactful, experience-enhancing, and sustainable packaging solutions – energising customers, connecting with consumers, and inspiring employees to push boundaries. VISION Our vision is to push the boundaries of what is possible and deliver value beyond a simple container. VALUES Our shared values describe how we deliver our vision, how we do business, and how we work together. They are the foundation of our culture. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 08 GLOBAL FOOTPRINT FACTS IN 2023 66% Europe 21% Americas 13% Asia and Africa $3.7 BILLION NET SALES 4 DIVISIONS 35 B 35 billion cans and 15 billion crown corks 27 27 production facilities in 16 countries 8,000 100 Serving close to 100 EXPERTS countries globally FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED . FEEL INFORMED 9 SUSTAINABILITY FACTS IN 2023 +190 100% 66% CSR RENEWABLE RECYCLED PROJECTS ELECTRICITY CONTENT CARE Total recordable injury rate (TRiR) 0.62 (vs 1.07 in 2021). Employees who received performance and career development reviews 82% (vs 74% in 2021). SUSTAIN Total GHG [mln of T CO2e] 3.49 (vs 5.46 [mln of T CO2e] in 2021). Renewable electricity share 100% (vs 62% in 2021). RECYCLE Recycled content beverage cans 66% (vs 52% in 2021). Waste recovered 92% (vs 90% in 2021). FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 10 INNOVATION We passionately create new possibilities to grow our business and shape our category. QUALITY RESPECT We challenge ourselves to We respect all our employees, push the boundaries and customers and communities, excel in everything we do. and show it every day, in every action. INTEGRITY SAFETY We are honest and open, We are committed to with strong principles. achieving the highest standards in safety, without compromise. TEAMWORK We collaborate to unleash our collective energy and potential. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 11 1.2.2. WHO WE ARE 4TH LARGEST SUPPLIER OF BEVERAGE CANS IN THE WORLD 2ND LARGEST SUPPLIER OF BEVERAGE CANS IN EUROPE IN 2024 We are the CANPACK Group, a leading global manufacturer of high-quality packaging products, born over 30 years ago in Krakow, Poland, and now headquartered in Wayne County, Pennsylvania. With decades of experience in the metal and glass packaging industries, CANPACK is renowned for its state-of-the-art technology, expertise, and commitment to sustainability. Today, CANPACK Group is among the largest packaging producers in the world, and our ability to adapt to market demands and invest in new markets ensures our continued success and growth in the packaging industry. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 12 WE BELIEVE PACKAGING CAN DO MORE THREE FOCUS AREAS FOR BRANDS FOR FOR THE & CONSUMERS BUSINESSES PLANET Feel refreshed. Feel energised. We’re here to help optimise We’re committed to our Feel unique. We help our businesses, collaborating responsibility towards the partners create these feelings from start to finish. environment and helping through packaging. customers achieve joint sustainability goals. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 13 1.2.3. SCOPE OF BUSINESS CANPACK operates four key divisions: Beverage The percentage of net sales generated by each Cans and Ends, Glass Packaging, Food and division for the year ended December 31, 2023, Industrial Packaging, and Metal Closures. was 86%, 7%, 4% and 3%, respectively. We Our diverse product portfolio caters to a wide derived 66%, 21%, and 13% of our net sales range of end-user categories, including soft from Europe, Americas, and all other countries drinks, energy drinks, beer, spirits, packaged we serve, respectively, for the same period. water, seltzers, food, as well as chemical and industrial businesses. Our broad geographic footprint, combined with our state-of-the-art greenfield investments, enables us to serve our customers globally and satisfy their ever- changing product needs. Table 1.2.1. A breakdown of total revenue, as included in our financial statement, including Glass Orzesze, Poland.* 2022 2023 US$3,585 US$3,706 *Amounts expressed in millions of U.S. dollars. 4% 3% 13% 7% 21% 66% 86% Beverage Cans and Ends Glass Packaging Europe Americas Other Countries Food and Industrial Packaging Metal Closures FEEL INFORMED 14 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 15 1.2.4. PASSIONATE PROFESSIONALS 70+ We believe it would take someone remarkable to define what’s possible at CANPACK, given that we have over 8,000 culturally, CORE MEMBERS linguistically, and socially diverse people who are passionate about pushing boundaries. OF THE CSR TEAM With the spirit of collaboration at our core, we strive to create a respectful and supportive environment where everyone can make an 190+ impact, create new opportunities to grow the business, shape our industry, and excel in what we do. VARIOUS PROJECTS We respect all our employees, customers, and communities, and strive to show it every day, in every action we take. 1,300+ IN TOTAL VOLUNTEERS ENGAGED 10,000+ VOLUNTEERING HOURS * Approximate numbers based on teams’ statistics; project – micro, small and bigger projects both external and internal ones. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 16 1.2.5. GEOGRAPHICAL AREAS OF OPERATION 27 With 27 production facilities in 16 countries across Europe, Asia, Africa, South America, and North America, we deliver our products to approximately PRODUCTION 100 countries worldwide. Our recent expansion into the United States includes the opening of FACILITIES IN aluminium can plants in Olyphant, Pennsylvania, and Muncie, Indiana. 16 COUNTRIES METAL CLOSURES FOOD AND INDUSTRIAL GLASS Tarnów (PL), Yavoriv (UA), PACKAGING Aurangabad (IN). Košice (SK), Modřice (CZ)*, Brzesko (PL), Dębica (PL). Saint Marcel (FR). BEVERAGE CANS Brzesko (PL), Bydgoszcz (PL), Vyshhorod (UA), Bucharest (RO), Dubai (AE), Scunthorpe (UK), Aurangabad (IN), Hämeenlinna (FI), Casablanca (MA), Itumbiara (BR), Fortaleza (BR), Novocherkassk (RU), Nuh (IN), Volokolamsk (RU), Helmond (NL), Tocancipá (COL), Stříbro (CZ), Olyphant (US), Muncie (US) (only 2023). *We ceased production in this plant effectively on 31 March 2025. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 17 % OF CANPACK EMPLOYEES 65% 63% 15% 13% 2% 2% 2022 2023 2022 2023 2022 2023 EUROPE ASIA AFRICA 7% 11% 11% 10% 2022 2023 2022 2023 NORTH SOUTH AMERICA AMERICA FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 18 1.3. OUR PRODUCTS FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 19 1.3.1. OUR PRODUCTS CANS, BOTTLES, AND CLOSURES With a collaborative approach and a range of HAVE A TREMENDOUS IMPACT special effects, our expert team can help create ON THE WAY PEOPLE FEEL multi-sensory brand experiences. By working closely with our clients from start to finish, we ABOUT BRANDS. add value that extends beyond the packaging or product itself. We have built an agile and technologically advanced network of capabilities around the world, enabling us to respond efficiently to changes in customer demand in an environmentally responsible manner. We focus on permanent materials to enable infinite recycling and work with brands to achieve their sustainability goals, meet the values and expectations of their customers, and create a positive impact. 1.3.2. GLASS PACKAGING 7% Our Glass Packaging division accounted for 7% of our net sales in 2023. We currently operate two furnaces in India, producing customisable glass bottles primarily for the beer and spirits industry. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 20 1.3.3. BEVERAGE CANS AND ENDS 86% Our Beverage Cans and Ends division is our largest, representing 86% of our net sales in 2023. 19 We produce sustainable aluminium beverage cans and ends at 19 plants across 14 countries. 35 B Production capacity of nearly 35 billion cans annually. Our beverage cans and ends are manufactured using a combination of virgin and recycled aluminium. We offer all conventional beverage can and end sizes, as well as a range of speciality sizes to meet and add value to our customers’ requirements. These diverse product offerings include four styles and 20 different sizes of beverage cans, along with a variety of beverage ends. In addition, we provide our customers with tailored, end-to-end support throughout the packaging creation process. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 21 1.3.4. FOOD AND INDUSTRIAL PACKAGING 4% Our Food and Industrial Packaging division accounted for 4% of our net sales in 2023. We are a market leader in Polish steel food cans, offering a diverse portfolio of products. We manufacture steel cans for various applications, including: FOOD CANS For dry or wet products such as roasted nuts, sweets or pâté, meat or tomato pasta, and other food products. BEADED FOOD CANS Perfect for fruit, veg, meat, fish, ready-to- eat meals, soups, purees, and products for animals. AEROSOL PRODUCTS For a range of consumer and industrial uses. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 22 1.3.5. METAL CLOSURES 3% Our Metal Closures division accounted for 3% of our net sales in 2023. We produce over 15 billion closures annually, offering a variety of designs and finishes, including pry-off, twist-off, and pull-off options. Our manufacturing facilities are located in Poland, France, Slovakia, the Czech Republic, and Ukraine. 1.3.6. CANPACK RECYCLING We look at our products in the context of their entire life cycle. We run dedicated companies in Poland and Romania to collect used beverage cans from the market and prepare them for efficient recycling, closing the loop of our packaging. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 23 1.4. BUSINESS MODEL AND VALUE CHAIN FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 24 1.4.1. DEVELOPING CLOSE RELATIONSHIPS AND DELIVERING TAILORED SOLUTIONS OUR SCALE ENABLES US TO We primarily operate under a business-to- SERVE A DIVERSE RANGE OF business sales model, meaning we depend on CUSTOMERS, FROM SMALL our customers’ ability to market and sell their products effectively to end consumers. As our LOCAL BRANDS TO LEADING customers grow, we typically experience increased BLUE-CHIP MULTINATIONAL order volumes, driving our net sales and cash BEVERAGE PRODUCERS, EACH flows. To support this growth, we prioritise strong, WITH UNIQUE REQUIREMENTS long-term customer relationships, positioning ourselves as a value-creating partner rather than FOR CAPACITY, FORMAT, DESIGN, a commodity supplier. We offer value-added LOCATION, AND INNOVATION. solutions, technical and technological innovations, and efficiency improvements, ensuring high product quality. We provide high-value products and services and have a proven track record of prioritising, As a result, we focus on strengthening adapting to, and meeting the dynamic needs relationships with both existing and new of our customers. customers, recognising the efficiencies in expanding our supply to established partners We benefit from a relatively young, well-invested while selectively onboarding new clients. These asset base, incorporating state-of-the-art relationships also serve as a foundation for technologies that give us the agility to respond helping customers introduce new products to evolving customer demands for differentiation and enter new markets, while simultaneously and premiumisation in cans. By working closely enhancing our pricing strategy. with our customers, we stay ahead of consumer preferences and market trends. We have invested Over the years, we have built deep, long-standing in advanced manufacturing equipment to support relationships with many of our customers and new product lines and adapt to shifting demand, benefit from a diverse customer base. For the offering customisation support throughout the year ended 31 December 2023, our top ten idea, design, pre-testing, and execution phases customers, based on net sales for finished of product development. Our ability to reconfigure goods, accounted for approximately 63% our machines, re-engineer production facilities, of our total net sales. and scale up production capacity enables us to manufacture new and innovative products in response to changing market trends. This flexibility gives us a competitive edge over certain competitors. Additionally, the breadth of our product offerings and our ability to repurpose machines for new designs reduce our reliance on the success or failure of any single product. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 25 1.4.2. APPROACH TO SOURCING RAW MATERIALS MAKE UP THE We place orders primarily based on MAJORITY OF OUR PRODUCTION our sourcing needs for customer contracts. COSTS, WITH ALUMINIUM BEING Where legally permitted, we centrally manage THE PRIMARY INPUT IN OUR procurement operations for major purchases BEVERAGE CANS AND across the Group. This approach allows us ENDS DIVISION. to achieve economies of scale, maintain consistency in our global supplier relationships, and enhance production planning certainty. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 26 1.5. CORPORATE GOVERNANCE FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 27 1.5.1. MANAGEMENT STRUCTURE INTEGRITY, TRANSPARENCY, To structure our activities and achieve our AND RESPONSIBILITY ARE THE business objectives, we have established a robust CORE VALUES OF CANPACK, corporate governance framework. The high quality of our products is the result of a coordinated team FORMING THE FOUNDATION OF effort, involving every member of our organisation OUR BUSINESS DECISIONS AND – from our Supervisory Council, Board of ACTIVITIES. WE TAKE PRIDE IN Directors, Management Board, and Executive UPHOLDING STRONG ETHICAL Committee to our employees around the world. PRINCIPLES AND CORPORATE The CANPACK Group, Inc. Board of Directors, GOVERNANCE PRACTICES. as well as the CANPACK S.A. Supervisory Council, provides ongoing oversight and strategic guidance to the Management Board and Executive Committee that manages CANPACK’s day-to-day operations. It also holds final approval authority for key strategic decisions, including major investment approvals. Table 1.5.1. The number of executive and non-executive members of CANPACK Group in 2022 and 2023 Year 2022 2023 Number of executive members 9 10 Number of non-executive members 5 5 Percentage of independent members* 14% 13% *The conditions ensuring independent decisions can be made without outside influence or conflicts of interest are: • The independent non-executive members are • The independent non-executive members professional, licensed attorneys. have no family or economic ties to CANPACK • The independent non-executive members serve or its owner. as directors for CANPACK in addition to their • The independent non-executive members primary professional roles. report to the Chairman of the Managerment • The independent non-executive members are Board and Chairman of the Supervisory Council. not employed in any CANPACK company as executives or employees. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 28 1.5.1.1. SUPERVISORY COUNCIL OUR SUPERVISORY COUNCIL PERFORMS ITS STATUTORY DUTIES RESULTING FROM ARTICLES OF ASSOCIATION, COMMERCIAL COMPANIES CODE, OTHER BINDING LAWS, AND INTERNAL REGULATIONS. PETER F. GIORGI CHAIRMAN OF THE SUPERVISORY COUNCIL Since the financial year 2022 (as of December 2022), the Peter Giorgi has been the President and CEO of F&P Holding Company Inc. (current name Supervisory Council of CANPACK CANPACK Group Inc.), the President, CEO, and S.A., unless otherwise highlighted sole shareholder of Giorgi Global Holdings, in the biographies, has been Inc. since its creation in 2012, a manager of composed as follows: Giorgi International Holdings S.à r.l.* since its creation in 2013, the Member of the Supervisory Council of CANPACK S.A.: since 2011, and since 2013 as the Chairman of the Supervisory Council of CANPACK S.A. and the Chairman of the Supervisory Council of CP Glass S.A. The Giorgi family invested in the predecessor of CANPACK S.A. in Poland in 1989 and later created CANPACK S.A. in 1992. Mr Giorgi has led these businesses, as well as the other companies that comprise GGH, since 2012. He holds a BA in History from the University of Pennsylvania, where he graduated magna cum laude, an MBA from Harvard University, and a JD from the University of Pennsylvania’s School of Law, and he studied at the Sorbonne in Paris. *As of 2025, Giorgi International Holdings S.à r.l. no longer exists as it was merged into CPSA with CPSA as the surviving entity. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 29 ANTHONY BRAESCH MICHAEL RETTIG VICE-CHAIRMAN OF THE SUPERVISORY MEMBER OF THE SUPERVISORY COUNCIL COUNCIL Michael Rettig has been a member of the Anthony Braesch has been a manager of Giorgi Supervisory Council of CANPACK S.A. since International Holdings S.à r.l. since 2013 and 2017. Mr Rettig also serves as the Global Chief Vice-Chairman of the Supervisory Council of Legal and Compliance Officer of Giorgi Global CANPACK S.A since 2013. Mr Braesch is a Holdings, Inc. From 2011 to 2017, he served founder and partner of Bouchoms & Braesch, during various times as Global General Counsel, a law firm based in Luxembourg with expertise Chief Compliance Officer and Chief Risk Officer at in corporate and business law. Before Bouchoms Avantor Performance Materials, Inc., now known & Braesch, he worked for a Magic Circle law as Avantor Inc. He has also held senior legal roles firm in Luxembourg and for the Luxembourg at Chemtura Corporation, which was acquired subsidiary of a leading French bank. Mr Braesch by LANXESS, and Hercules Incorporated, which holds degrees in Law and Political Science was acquired by Ashland. Mr Rettig holds a BS in from the University of Strasbourg’s School of Pharmacy from Rutgers College of Pharmacy and Law, Strasbourg, France, and an LLM from the a JD from Rutgers School of Law and is admitted University of Texas’ School of Law. to the bars of the states of New Jersey, New York, and Pennsylvania. JEAN FRANCOIS BOUCHOMS MICHAEL SOBOTA MEMBER OF THE SUPERVISORY COUNCIL MEMBER OF THE SUPERVISORY COUNCIL Jean-François Bouchoms has been a member Michael Sobota has been a Member of the of the Supervisory Council of CANPACK S.A. Supervisory Council of CANPACK S.A. since since 2013. Mr Bouchoms is also a manager 2024. Since 2018, Mr Sobota also serves as the of Giorgi International Holdings S.à r.l. He is a Global Chief Financial Officer of GGH, where from partner and co-founder of Bouchoms & Braesch, 2014 to 2018 he served as Global Controller. a law firm in Luxembourg, and holds a degree Prior to joining GGH, Mr Sobota served as Senior in Law from Université Catholique de Louvain, Vice President at Griffin Financial Group, LLC, a Belgium, and an LLM from Ruprecht-Karls- middle market investment bank, and a Manager Universität Heidelberg. at Deloitte in the Assurance & Advisory Practice. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 30 1.5.1.2. THE MANAGEMENT BOARD OF CANPACK S.A. AND CANPACK GROUP EXECUTIVE COMMITTEE THE MANAGEMENT BOARD The Management Board and its Executive of Association, the Commercial Companies Committee is the primary corporate body Code, and all other binding laws and internal responsible for managing all of CANPACK regulations. The Management Board and the S.A.’s affairs and daily operations. It performs Executive Committee hold overall responsibility its duties in accordance with the Articles for the business. Since the financial year 2022 (as of December 2022), the Management Board of CANPACK S.A. has been composed as follows: MARIUS CROITORU MAŁGORZATA PODRECKA PHILIP IMPINK PRESIDENT OF THE VICE-PRESIDENT OF THE MEMBER OF THE MANAGEMENT BOARD MANAGEMENT BOARD MANAGEMENT BOARD Since 2024, the Management Board has been expanded to include: JASON LONGLEY MARIAN MISKOV VICE-PRESIDENT OF THE MEMBER OF THE MANAGEMENT BOARD MANAGEMENT BOARD FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 31 Table 1.5.2. The CANPACK Board’s gender diversity ratio Board’s gender diversity ratio Management Board Supervisory Council Year 2022 2023 2022 2023 Women 1 1 0 0 Men 2 2 4 4 Total 3 3 4 4 Female to male ratio 50% 50% 0% 0% FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 32 EXECUTIVE COMMITTEE This committee is responsible for day- to-day management, strategic direction, and implementation of CANPACK’s corporate strategy. Given the broad Scope of CANPACK S.A. and the entire CANPACK Group, including the complexity of its functions and global MARIUS CROITORU operations, the Management Board works GROUP CEO & PRESIDENT alongside a larger team: the Executive OF THE MANAGEMENT BOARD Committee. This committee is responsible for day-to-day management, strategic direction, Marius joined CANPACK in 2015. He has and implementation of CANPACK’s corporate over 25 years of experience in corporate strategy. It is composed of highly experienced, finance. Before joining CANPACK Group, long-serving directors with proven track records. he worked as CFO for Coca-Cola Hellenic in multiple countries. The CANPACK Group Executive Committee consisted (as of the end of 2023) of the following members: JASON LONGLEY MAŁGORZATA PODRECKA GROUP CFO GROUP LEGAL & PR OFFICER Jason has a proven record and over 25 years Małgorzata has been with CANPACK since of experience in finance spanning various senior 1993 and has been a member of the positions, including VP Corporate Financial CANPACK Management Board since 2013. Planning & Analysis, Corporate Controller, She is responsible for legal, compliance, and Chief Accounting Officer. sustainability, and PR. She is a member of the Entrepreneurship Council, an advisory body to the President of Poland. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 33 MARCIN FIJAŁKOWSKI STEPHEN MCANENY GROUP INVESTMENTS OFFICER GROUP COMMERCIAL OFFICER Marcin has been a member of the CANPACK Stephen spearheads sales and marketing. team for over 24 years. Throughout his career, With over 30 years of experience, he has a he has held key roles in R&D, Quality, and World proven record of increasing sales and delivering Class Manufacturing. He now leads the Group profitable growth in B2B and B2C environments Investment and Group Spare Parts departments, within the FMCG and industrial sectors. bringing extensive expertise and experience to these areas. MARIÁN MIŠKOV PETR KUBENKA REG. DIRECTOR FOR BEV CANS POLAND, GROUP OPERATIONAL FIP & GLOBAL MC & THE MEMBER OF EXCELLENCE OFFICER THE MANAGEMENT BOARD Petr has close to 20 years of experience in Marian has over 24 years of experience in the manufacturing. He joined CANPACK in 2020 packaging market. He oversees metal closures, as GM of CANPACK Poland’s aluminium food and chemical steel cans divisions in the beverage can division. As Operational Group, as well as CANPACK Poland’s beverage Excellence Officer, Petr leads, among others, can plants and recycling operations in Poland the Group WCM, Group R&D, and Group and Romania. Technical Service departments. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 34 MATTHEW WHEATLEY HEATH OXENDEN GROUP HEALTH, SAFETY, AND GROUP SUPPLY CHAIN OFFICER QUALITY OFFICER Heath leads Group Procurement, Logistics, Matthew brings 40 years of experience in the and Planning at CANPACK. With 25 years of packaging and beverage sectors, having held expertise and experience in multinational senior quality, HSE, and operational roles with corporations, he has a proven record of Crown. He also has experience of managing success in supply chain management. breweries at Heineken. He drives all aspects of quality, HSE, and CTS at CANPACK. DIPANSHU JOSHI GINA DELILLO CHIEF INFORMATION OFFICER CHIEF HUMAN RESOURCES OFFICER Dipanshu leads the global Digital and Gina has over 30 years of HR experience Technology strategy, including Digital with a proven track record in senior Transformation, Data & Analytics, leadership roles. She spearheads the Cybersecurity, and Technology innovation. He organisation’s HR strategy, ensuring has over 20 years of experience and a track alignment with business objectives to record in various executive leadership roles. enhance performance, strengthen culture, and foster employee engagement. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 35 1.5.2. DECISION MAKING PROCESS At CANPACK, the highest governance Additionally, as previously mentioned, the body delegates authority over economic, activities of the governing bodies are also environmental, and social matters to senior regulated by law. In certain cases, specific executives and other employees in accordance decisions require formal approval processes with the CANPACK Group Delegation of Authority and must follow legally mandated procedures. Policy (DOA). The DOA outlines the transactions and matters that must be reviewed and approved Currently, at CANPACK we do not have incentive before certain actions are executed or finalised. schemes directly linked to sustainability matters. However, we continuously monitor and evaluate These matters are categorised by type, including our management practices to consider the finance, HR, HSE, and sustainability. The DOA introduction of such programs in the future. specifies the list of matters requiring prior internal All decisions are made with a strong emphasis approval, the associated timelines, and the on sustainability, ensuring that our actions align positions responsible for authorisation, such with our sustainability goals. as officers, managers, and other employees. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 36 1.5.3. EMPLOYEE’S REPRESENTATIVES ALL DECISIONS ARE MADE WITH A STRONG EMPHASIS ON SUSTAINABILITY, ENSURING THAT OUR ACTIONS ALIGN WITH OUR SUSTAINABILITY GOALS. At CANPACK, the employee’s voice is an important part of the decision-making process. In our units, we have between one and three Trade Unions. Additionally, in Poland, we have the Employee Council. Elections of the Union’s authorities are held, and any employee can become a member after reporting such a desire to the Trade Union and paying a fee. Employee Representatives at the Employee Council are elected through secret, universal, and equal elections. The Council is elected for a four-year term. The functioning of the Employee Council and Trade Unions, as well as the election of representatives, is carried out in accordance with the provisions of Polish law, and the laws of the respective countries in which we operate. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 37 1.6. RISK MANAGEMENT FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 38 1.6.1. RISK, OPPORTUNITIES, AND IMPACT MANAGEMENT APPROACH CANPACK’s consolidated view of significant risks is based on annual risk assessments conducted by individual units. Strategic and operational risks are categorised in accordance with the guidelines outlined in CANPACK’s global risk management frameworks. The identification, assessment, monitoring, and mitigation of risks are essential to the successful management and growth of the CANPACK Group. Our structured approach to risk management, known as Enterprise Risk Management (ERM), is an integral part of all functions and activities within the organisation. The risk data and maps are updated annually, presenting key areas requiring special attention to the Audit Committee. In 2024, the Sustainability Office conducted the first Double Materiality Assessment (DMA) at CANPACK. As a result, responsibility for monitoring and overseeing material sustainability risks, opportunities, and impacts has been assigned to the Sustainability Committee. Looking ahead, we plan to integrate the DMA process with the ERM framework. The Sustainability Office serves as a consultative body on sustainability matters, providing expertise through in-house training for internal stakeholders, including members of the Executive Committee and CANPACK Leadership. Additionally, we engage external consultants LOOKING AHEAD, WE PLAN TO when necessary to enhance our approach. INTEGRATE THE DMA PROCESS WITH THE ERM FRAMEWORK. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 39 1.6.2. ADDRESSING THE SUSTAINABILITY MATTERS The monitoring of local sustainability risks, In line with our material impact, risks, and opportunities, and impacts, as well as the opportunities (IROs), the CANPACK Group implementation of due diligence and the acknowledges climate change as one of the assessment of policies, actions, metrics, and most pressing challenges we face, both in the targets, takes place on a quarterly basis. This short and long term. As part of our efforts to is conducted through a dedicated sustainability mitigate this risk, we have been committed meeting with representatives from each CANPACK to purchasing 100% of our electricity from unit, including sustainability champions and plant renewable sources since 2022. management. The Sustainability Office compiles all gathered information and presents it at the While most of our locations are not significantly quarterly Sustainability Committee meeting, exposed to physical climate-related risks, we ensuring that the outcomes are considered when actively manage climate-related risks within overseeing strategy, major transactions, and the our value chain. We engage with our aluminium risk management process. suppliers in three key areas: recycling, renewable energy, and energy efficiency. This approach We recognise that business development ensures that we remain on track to meet our is significantly influenced by external factors, Scope 3 emissions target, which has been including environmental and social conditions approved by SBTi. and their associated risks. With this in mind, we have been committed to sustainable growth since 2017. Key risks we assess include climate change, water scarcity, human rights abuses, and waste management. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 40 1.7. ETHICS AND COMPLIANCE FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 41 1.7.1. BUSINESS CONDUCT POLICIES AND CORPORATE CULTURE WE ARE COMMITTED TO RAISING G1-1, 11 AWARENESS AMONG OUR CANPACK operates in a diverse range of legal and business environments across the globe. EMPLOYEES ABOUT ETHICS, As a company, we are committed to upholding COMPLIANCE, AND OUR CODE the highest standards of ethical conduct, OF CONDUCT THROUGH A RANGE integrity, and legal compliance. We strive to OF INITIATIVES. ensure that our directors, officers, employees, and agents not only adhere to all applicable laws but also avoid any appearance of impropriety in their actions. These include regular live and online training sessions, the maintenance of a whistleblower In addition to national legislation in place across hotline for anonymous reporting of suspected most countries, CANPACK is also subject to violations, counterparty screening for trade American and European regulations, including compliance, and the implementation of policies the US Foreign Corrupt Practices Act of 1977, covering key compliance areas. Additionally, the UK Bribery Act 2010, and the EU Directive we conduct periodic audits to assess and on the protection of persons who report ensure adherence to compliance standards. breaches of Union law. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 42 AREAS REGULATED BY OUR CODE OF CONDUCT PERSONAL BEHAVIOUR, LABOUR LAW, AND HUMAN RIGHTS • Responsibility of all employees • Respect for the rights and dignity of the individual • Unfair discrimination • Forced labour • Employment of minors • Freedom of assembly BUSINESS ETHICS • Compliance with the law and basic principles of fairness • Trade and competition • Corruption • Gifts and entertainment • Conflict of interest • Financial and non-financial reporting and audit FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 43 CONFIDENTIALITY AND DATA PROTECTION • Confidentiality • Equipment and systems • Protection of personal data • External communication • Archiving of documents NATURAL ENVIRONMENT AND SOCIAL RESPONSIBILITY • Environmental management • Use of energy and resources • Waste management • Use of chemical substances • Pro-ecological activities OCCUPATIONAL HEALTH AND SAFETY • Accidents and threats • Occupational health and safety • Drugs FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 44 1.7.2. WHISTLEBLOWING APPROACH G1-1, 10 a), e) Additionally, we provide a dedicated To identify, manage, and investigate potential reporting channel via email for suppliers: violations of law, ethics, or business conduct, www.lighthouse-services.com/canpack. including incidents of corruption and bribery, we have established a clear, structured, and We provide our employees with clear guidance independent process. This process is precisely on how to raise concerns and reassure them that outlined in our global Whistleblowing Procedure, they can report genuine concerns in good faith Speak-Up Reporting Procedure, and Ethics without fear of retaliation, even if their concerns Committee Regulations, ensuring that all later prove to be unfounded. Ensuring a safe cases are handled promptly, objectively, and transparent reporting environment is the and transparently. responsibility of the Ethics Committee. Additionally, to enhance awareness of other Our Whistleblowing Procedure outlines unlawful behaviours that should be reported, examples of harmful behaviours that can we have developed supporting policies, including lead to to whistleblowing complaints, as well our Human Rights Policy, Diversity and Inclusion as the consequences for those who engage Policy, and Non-Discrimination, Anti-Harassment, in such conduct. and Anti-Bullying Policy. G1-3 18 b) G1-1, 10 a) Management is excluded from the investigation CANPACK encourages employees to report process if they have been involved in the concerns through five alternative channels. matter in any way, including in cases related These include (1) reporting locally to their to anti-corruption. manager, (2) Human Resources / Health and Safety / legal officers, or (3) other key personnel G1-3 18 c) with relevant expertise, including senior The Ethics Officer submits quarterly reports managers. Employees can also report directly to the Ethics Committee, providing general to our (4) Ethics Officer or (5) via the Hotline/ updates on reported and investigated cases, Speak-Up Reporting Line where anonymous including those related to anti-corruption. The reporting is possible. Ethics Committee then updates the Executive Committee and Audit Committee on complaints Each reported matter is thoroughly investigated, and investigations at least twice a year. and feedback is provided to the individual who raised the concern. Depending on the nature G1-1, 10 g), G1-3, 21 b), c) of the incident, we may conduct individual All CANPACK employees, including members meetings, gather additional information and of leadership, are required to complete Code documentation, and appoint a dedicated team of Conduct training, covering topics such as to resolve the issue. anti-corruption, discrimination, IT security, and anti-competitive practices, among others. G1-1, c) While we do not have a specific policy outlining Our reporting channels are also available to external the target audience or training frequency, stakeholders. Anyone can contact CANPACK’s participation in the programme is mandatory, external ‘Speak Up’ service by telephone. with subsequent training sessions conducted on an ad hoc basis. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 45 During the 2022–2023 reporting period, 99.8% of employees with access to the training successfully completed it. The programme included the following modules: • Ethics and Code of Conduct. • Bribery (Core Employee). • Harassment and Bullying (Core Employee). • Inside Information & Insider Trading (Core Employee). From 2021 to 2023, none of our operating sites held ISO 27000 certification or an equivalent Information Security Management System (ISMS) certification. Table 1.7.1. Incidents and complaints reported through our whistleblowing channels Reporting year 2021 2022 2023 Number of reports by means of 18 27 36 whistleblower procedures The total number of incidents of discrimination, 0 0 0 including harassment, reported in the reporting period Number of confirmed child labour cases 0 0 0 Number of incidents connected to severe Not 0 0 human rights issues related to our employees reported FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 46 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 47 1.7.3. PREVENTION AND DETECTION OF CORRUPTION OR BRIBERY IN 2022 AND 2023, NO CASES the approval, distribution, and acknowledgement OF ANTI-CORRUPTION AND of procedures.In the event of any potential ANTI-BRIBERY LAW VIOLATIONS violations of anti-corruption policies, employees are encouraged to report concerns to their WERE IDENTIFIED. supervisor, a company officer, the Global Chief Legal and Compliance Officer, or any member of the Legal Department. Alternatively, reports can G1-3 18 a) be made via the local Ethics Hotline / Speak-Up To mitigate the risk of corruption, we have Reporting Line. established a comprehensive framework, including a dedicated Global Anti-Corruption G1-4 24 a) Policy aligned with the United Nations In 2022 and 2023, no cases of anti-corruption Convention against Corruption. This framework and anti-bribery law violations were identified. also includes periodic live and online training, To reinforce our commitment to preventing as well as targeted audits. corruption and bribery, CANPACK conducts regular audits of accounting and purchasing Our commitment to anti-corruption compliance transactions and carries out periodic is embedded in our Global Anti-Corruption risk assessments. Policy. Additionally, we have implemented supplementary policies, including: Key corruption and bribery risks identified within the procurement process are mitigated through • Gifts, Business Courtesies, and Vendor the implementation of strict bidding procedures, Relations Policy. clear allocation of responsibilities, authorisation • Global Conflict of Interest Policy. controls, screening processes, and contractual representations and warranties. Additionally, • Competition Law Guidelines on Contacts corruption risks are carefully considered when with Competitors. defining the Scope of our audit procedures, • Guidelines on Participation in Trade particularly in procurement activities. Associations or Business Meetings. • Guidelines on Contacts with G1-1 h) Government Officials. At CANPACK, we have identified procurement, sales, and maintenance as the key functions most at risk of corruption and bribery. G1-3 20) These documents are distributed via email Although 0% of operating sites have certified communication and simultaneously published on anti-corruption management systems in 2021- an internal SharePoint page, which is maintained 2023, prior to establishing cooperation with and updated by the Legal Team and accessible a third party, an extensive anti-corruption due to all CANPACK employees. diligence process is carried out, which is in line with the guidelines of the US Foreign Corrupt Additionally, we are in the process of implementing Practices ACT (FCPA). a workflow-based platform (IMS) dedicated to FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 48 1.7.4. ANTICORRUPTION AND BRIBERY TRAINING PROGRAMME G1-3 21 a) For white-collar employees, including leadership Our anti-corruption and bribery training members, participation in training is compulsory. programme is delivered regularly by the This training is typically conducted via a training Legal Team. Training sessions are conducted platform and includes a knowledge assessment, separately for each location, in the relevant local which must be successfully completed. languages, and are mandatory for both existing and new employees. Training is provided in both online and in-person formats. Each session is tailored to a specific jurisdiction, incorporating local case studies and a Q&A session to enhance understanding. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 49 1.8. PAYMENT PRACTICES FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 50 1.8.1. PRACTICE TO PREVENT LATE PAYMENTS CANPACK IS COMMITTED TO G1-2 14) ENSURING TIMELY PAYMENTS, Our contractual payment terms comply with these PARTICULARLY TO SMALL AND regulations and vary depending on whether the business partner is classified as an SME or not. MEDIUM-SIZED ENTERPRISES (SMES), BY ADHERING TO Global purchases are managed by the APPLICABLE REGULATIONS Procurement Office. In this context, our contract DERIVED FROM LOCAL ACTS templates include: ON PAYMENT DELAYS IN • Declarations from CANPACK confirming the size COMMERCIAL TRANSACTIONS. of the enterprise, stating that CANPACK S.A. or its subsidiary party to the contract qualifies as a large enterprise under Commission Regulation (EU) No 651/2014 of 17 June 2014. • Declarations from the supplier confirming the size of their enterprise. Our Accounting Office ensures timely payments by facilitating the prompt settlement of approved invoices by the responsible individuals. During the commercial contract review process, we verify that agreed payment terms, particularly for SMEs, comply with European and local regulations. In cases of non-compliance, we settle any interest charges imposed by the supplier for late payments and compensate for debt recovery costs where applicable. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 51 1.8.2. PAYMENT PRACTICES G1-6 33 a), b), d) • The final due date is defined as the date of CANPACK’s standard payment terms are outlined the payment document (typically the invoice in the IMS procedure: “Rules on Purchases of date or delivery date) plus the contractual Goods and Services in CANPACK Group & CANPACK payment term in days. US LLC”. The preferred payment term is at least • The average delay is determined by calculating 30 days from the date of invoice receipt, with the total difference between the final due date 33.5% of payments in 2023 adhering to this and the clearing date (actual payment date), standard. However, in most cases, payment divided by the sample size. terms are determined on an individual basis, depending on the size of the supplier and • A positive result indicates a payment delay. the contractual agreement. In 2023, the average time to pay an invoice * This calculation does not include entities beyond the final due date at CANPACK Group in Brazil and Ukraine, due to differences in was 4.08 days. This figure was calculated accounting systems. using a representative sample based on the following methodology: G1-6 33 c) During this reporting period, we did not identify any outstanding legal proceedings related to late payments. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 52 1.9. SUPPLY CHAIN MANAGEMENT FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 53 1.9.1. POLICIES TO MEET COMPLIANCE CANPACK TAKES A G1-2 15 a) COMPREHENSIVE APPROACH This approach is outlined in several key TO SUPPLIER RELATIONSHIP documents, including: MANAGEMENT, EMPHASISING • CANPACK Supplier Code of Conduct ETHICAL BEHAVIOUR, • CANPACK Sustainable Procurement Policy REGULATORY COMPLIANCE, • Procurement Procedure for CANPACK Group AND SUSTAINABILITY. Companies and CANPACK US Just as we require internal compliance with our Code of Conduct, we also expect our key business partners to adhere to the CANPACK Supplier Code of Conduct. Their commitment to upholding the highest standards of business ethics is demonstrated by signing this document (or an equivalent) before entering into a business relationship with CANPACK. Our Supplier Code of Conduct covers key areas such as environmental responsibility, data protection, anti-corruption measures, human rights, and worker safety. We require our key business partners to implement a zero-tolerance policy against bribery, corruption, extortion, and embezzlement. Additionally, anti-corruption clauses are incorporated into contracts with suppliers and customers to ensure alignment with our highest ethical standards. This approach helps mitigate risks associated with unethical practices and ensures compliance with legal requirements. Furthermore, the Procurement Procedure for CANPACK Group Companies and CANPACK US provides specific guidelines for supplier selection and management. CANPACK evaluates suppliers based on their sustainability performance, including environmental, social, and ethical criteria. Suppliers are expected to adopt sustainable practices, minimise waste, and conserve resources in line with CANPACK’s commitment to reducing its environmental impact and promoting sustainable supply chain practices. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 54 1.9.2. SUSTAINABILITY RISKS MITIGATION IN SUPPLY CHAIN G1-2 15 b) The Sustainable Procurement Policy establishes This comprehensive assessment process enables a framework for regular assessments and audits CANPACK to identify and manage risks within the of suppliers in relation to sustainability. Suppliers supply chain proactively, ensuring that suppliers are categorised into five risk levels based on the meet sustainability standards. results of a self-assessment questionnaire and This continuous engagement strengthens trust, subsequent audits. minimises the risk of greenwashing, and ensures CANPACK maintains ongoing communication that CANPACK and its suppliers remain aligned with its strategic suppliers to promote transparency on sustainability objectives. Details of the strategic and accountability. The company collects data supplier sustainability risk management process can on suppliers’ sustainability performance, monitors be found in section 3.3.1.: “Supplier Engagement”. their progress, and identifies areas for improvement. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 55 1.10. ECONOMIC SANCTIONS COMPLIANCE FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 56 1.10.1. ECONOMIC SANCTIONS COMPLIANCE The CANPACK Legal Department holds primary CANPACK Group companies are incorporated, responsibility for monitoring compliance with and other relevant sanctions authorities. sanctions, laws, and regulations imposed by the To ensure adherence to trade compliance United Nations, the European Union, the United regulations, CANPACK has implemented a States, the authorities of the countries where range of measures, including but not limited to: CANPACK’s Legal Department distributes CANPACK requires manual screening of new information on new sanctions to counterparties and has implemented automated business personnel. screening of existing counterparties. CANPACK implemented and communicated a CANPACK includes trade compliance clauses in comprehensive CANPACK Group Trade Compliance its contracts with vendors and customers and Policy, which codifies principles of economics may also require stand-alone affirmations of sanctions compliance in CANPACK Group. compliance by certain third parties. CANPACK’s Legal Department conducts periodic CANPACK Internal Audit runs periodic compliance e-learning and live training programmes focused audits, including to audit compliance with on training staff in the Scope of economic CANPACK’s Trade Compliance Policy. sanctions, import and export regulations, and boycott regulations. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 57 1.11. TAX RESPONSIBILITY FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL INFORMED 58 1.11.1. TAX PAYMENT AND STRATEGY WE ARE COMMITTED TO PAYING and automate transfer pricing risk assessments TAXES ON TIME AND SUBMITTING where feasible. Our inter-company arrangements ACCURATE TAX RETURNS. WE are accurately recorded to reflect the genuine activities of our subsidiaries, in line with RECOGNISE OUR RESPONSIBILITY regulatory requirements. TO PAY ALL APPLICABLE TAXES IN ACCORDANCE WITH THE LAWS We recognise that both tax regulations and AND REGULATIONS SET BY THE the broader social context in which we operate – including our public reputation, standing with RELEVANT AUTHORITIES. tax authorities, regulatory oversight, and political environment – are critical to our As part of our commitment to full legal and tax responsibilities. regulatory compliance, CANPACK adheres to all applicable tax laws and regulations. We have To ensure our financial teams remain up to date, implemented a Group Tax and Transfer Pricing we provide regular training on tax awareness, Strategy and Policy (Group Tax Policy) to govern tax regulations, and compliance procedures. tax management and ensure compliance across Our Group Tax Policy is further reinforced by the the CANPACK Group. CANPACK Anti-Facilitation of Tax Evasion Policy, which explicitly prohibits the company and its At CANPACK, we are committed to paying taxes employees from engaging in any form of tax on time and submitting accurate tax returns. evasion. Employees are required to report any We recognise our responsibility to pay all suspected violations, and a dedicated reporting applicable taxes in accordance with the laws process is in place, allowing reports to be made and regulations set by the relevant authorities. to the CANPACK Group Chief Financial Officer, Our Tax Policy is designed to foster constructive, the CANPACK Group Legal Director, or via the collaborative, professional, and transparent confidential whistleblowing line. We ensure that relationships with tax authorities, built on trust. all whistleblowers are fully protected from any Where possible, we seek to agree on the tax form of retaliation. implications of significant transactions in advance with the relevant fiscal institutions. In cases As a best practice measure, our Anti-Tax where disagreements arise, we strive to resolve Evasion Policy includes a catalogue of red flags them amicably and constructively. We maintain – indicators of potential tax evasion – which a zero-tolerance approach to tax evasion, employees are encouraged to identify and report. whether by CANPACK or its business partners. The Group Chief Financial Officer, the Group Transactions between CANPACK Group Tax Director, and the Group Legal Director are companies are conducted on an arms-length responsible for ensuring that the Tax Policy basis, in full compliance with OECD guidelines complies with legal and ethical obligations and relevant international and local regulations. and is adhered to by all individuals under We establish clear transfer pricing rules, ensure CANPACK’s control. internal awareness, maintain detailed records, FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED 59 FEEFLE REELS IPNOFONRSMIBELDE 59 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 60 FEEL RESPONSIBLE RESPONSIBLE RREESSPPOONNSSIIBBLLEE 2.1. MESSAGE FROM THE SUSTAINABILITY DIRECTOR 61 2.2. SUSTAINABILITY GOVERNANCE 64 2.3. SUSTAIN 70 2.4. RECYCLE 85 2.5. CARE 92 2.6. INTERVIEW WITH CAMILO 135 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 61 2.1. MESSAGE FROM THE SUSTAINABILITY DIRECTOR FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 62 JOHN O’MAOILEOIN GROUP SUSTAINABILITY DIRECTOR Reflecting on the past two years, I am incredibly Enhanced Procurement Policy: We introduced proud of the remarkable strides we have made a new sustainable procurement policy to in our sustainability efforts at CANPACK. Our ensure our entire supply chain meets commitment to environmental stewardship, higher sustainability standards. social responsibility, and economic resilience has never been stronger. Through our dedicated Recognition and Awards: In December pillars of CARE, SUSTAIN, and RECYCLE, we 2023, EcoVadis awarded CANPACK a Gold continue to embed our sustainability strategy Medal, placing us among the top 2% of the across all areas of our business. most sustainable companies. Additionally, we received an A- from the Carbon Disclosure KEY ACHIEVEMENTS Project (CDP) for supplier engagement and climate change, giving us leadership status This year, CANPACK has achieved several in these areas, and we received a B- for significant milestones: water security. Sustainable Energy: We are delighted to report Community Engagement: Our community that since 2022, 100% of the electricity used to programmes continue to thrive, driven by the power all our plants and offices worldwide has passion and dedication of incredible colleagues, been sourced from renewable energy where much more details of which are in this report. available or via renewable energy certificates. This investment is playing a central role in reducing our carbon footprint and helps us align FACING CHALLENGES with the Science Based Targets initiative (SBTi). While the last two years have presented numerous challenges, including the ongoing Recycling Excellence: The percentage of impacts of COVID-19 and various political, recycled content in our aluminium cans has economic, and social developments, CANPACK increased to 66% in 2023, up from 52% in has demonstrated resilience and adaptability. 2021. This achievement further enhances and emphasises the circularity of our products. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 63 I AM PLEASED TO REPORT THAT OUR FUTURE GOALS INCLUDE ALL OUR PLANTS CONTINUE Science-Based Targets: We aim to review TO TAKE OWNERSHIP FOR THE our science-based targets commitment, DELIVERY OF THEIR AMBITIOUS currently based on the well below 2°C trajectory SUSTAINABILITY TARGETS FOR (Scope 1+2), and align it with the 1.5°C scenario to guide our sustainability efforts. 2025 AND 2030, WHICH COVER WATER, ELECTRICITY, GAS Increased Recycled Content: Subject to USAGE, WASTE GENERATION, technological constraints, we aspire to increase AND RECYCLING. the recycled content in our aluminium can body to 80% by 2030 and further increase the recycled content in our steel and glass packaging. We have navigated these adversities while never losing sight of our environmental and Product Innovation: We aim to reduce the societal responsibilities. weight of our packaging, with a particular focus on aluminium cans, while ensuring they Although we support the introduction of Deposit remain fit for purpose. This will help contribute Return Schemes (DRS), we maintain that all to resource efficiency and further reduce their such schemes should be implemented fairly. carbon footprint. This includes ensuring glass is included and that there is a variable deposit rate in place. Collaborative Efforts: Collaboration, honesty, It is indisputable that the most successful and transparency with our customers and Deposit Return Schemes are based on this suppliers are essential to achieving our model, for example, Finland and Germany. sustainability goals. We must work together Additionally, we believe that any proposed to drive meaningful change. refill/reuse targets must be based on balanced life cycle analysis and not on perception. At CANPACK, we are optimistic and determined. The products we make are truly circular. We recognise that the road ahead is challenging, We, alongside legislators and NGOs, must but we are confident in our ability to deliver never lose sight of this. an environmentally, socially, and economically strong future for CANPACK. By staying strong I am pleased to report that all our plants and focused, we will continue to make significant continue to take ownership for the delivery progress in our sustainability journey. of their ambitious sustainability targets for 2025 and 2030, which cover water, electricity, gas usage, waste generation, and recycling. Indeed, in addition to making a positive environmental and commercial impact, the rise of sustainability topics across the business has helped promote engagement and best practice. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 64 2.2. SUSTAINABILITY GOVERNANCE FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 65 2.2.1. SUSTAINABILITY FRAMEWORK SUSTAINABILITY IS EMBEDDED AT As we strive to be an even more responsible THE CORE OF OUR OPERATIONAL business, we have integrated sustainable STRATEGY, FORMING THE BASIS practices across every aspect of the company. We recognise our role as not only an employer FOR CANPACK’S BUSINESS AND but also as a producer, a business partner, OPERATIONAL DECISIONS. and a member of the communities we serve. Our approach to sustainability is built on a foundation of responsible actions, reflecting our dedication to minimising environmental impacts while driving long-term value creation. This commitment ensures that we meet the evolving needs of our customers and their consumers while safeguarding natural resources for future generations. By creating sustainable growth, we continue to support the broader global objectives of environmental stewardship and social responsibility. Our approach to sustainability is outlined in the CANPACK Group’s Sustainability Policy, first implemented in 2019 and last reviewed in 2023. This policy reflects our strategic focus on three core pillars – CARE, SUSTAIN, and RECYCLE – each of which provides a framework for our sustainability efforts and addresses the expectations of our stakeholders. These pillars are aligned with our goals of promoting a circular economy, addressing climate change, and creating sustainable growth within the communities in which we operate. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 66 2.2.2. GOVERNANCE CANPACK’s sustainability strategy is supported CANPACK’s sustainability performance, by a formal governance structure that ensures preparing ESG reports, and coordinating sustainability is integrated across all business sustainability initiatives with both internal operations. This structure comprises the and external stakeholders. Sustainability Committee, the Group Global Sustainability Office, and Sustainability Key responsibilities of the Global Champions, and provides a clear framework of Sustainability Office include: roles and responsibilities for driving sustainable • Preparing non-financial reports on Environment, practices within the company. Health and Safety, Labour, and Human Rights, Ethics, Sustainable Procurement, and SUSTAINABILITY COMMITTEE Community Engagement. The highest level of CANPACK’s sustainability • Measuring CANPACK’s environmental impact, governance structure is the Sustainability such as its carbon footprint, and working toward Committee, chaired by CANPACK’s Chief reducing it. Executive Officer and all senior officers and functional heads of both CANPACK Group and • Primarily engaging with suppliers and customers Giorgi Global Holdings. The Committee meets to create greater sustainability awareness. at least quarterly and oversees the company’s • Ensuring that sustainability efforts align with sustainability strategy and addresses global our internal business strategy and customer sustainability challenges and needs. expectations and broader market trends. The Sustainability Committee is SUSTAINABILITY CHAMPIONS responsible for: To further support sustainability initiatives • Approving and reviewing CANPACK’s at a local level, CANPACK has established a sustainability strategy and key priorities. network of Sustainability Champions within its • Monitoring the company’s performance across various plants. These Champions, nominated by its sustainability pillars, including actions related Operational and Plant Managers, play a critical to reducing carbon emissions and improving role in promoting and driving sustainability environmental practices. efforts across the organisation. • Discussing and addressing pressing global The responsibilities of Sustainability sustainability issues. Champions include: • Promoting the values of sustainability throughout • Collecting and reporting data for ESG purposes. CANPACK’s operations. • Raising awareness amongst employees about GROUP SUSTAINABILITY OFFICE global and local sustainability issues. The Group Global Sustainability Office plays a • Sharing best practices within CANPACK to create vital role in the day-to-day implementation of a culture of sustainability. CANPACK’s sustainability strategy. Reporting • Participating in sustainability training provided directly to the Sustainability Committee, the by the Group Sustainability Office. Sustainability Office is responsible for measuring FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 67 ROLES AND RESPONSIBILITIES CANPACK’s sustainability efforts are embedded throughout the organisation, with all employees expected to uphold and support the company’s sustainability strategy. Ultimate responsibility for sustainability resides with the Global Leadership Team and the Sustainability Committee, but functional and operational managers also play a critical role in ensuring that sustainability targets are met within their respective areas of responsibility. In addition to these roles, all CANPACK managers are responsible for: • Implementing the Sustainability Policy within their functions. • Managing risks and opportunities associated with climate change and human rights issues. • Allocating resources and prioritising expenditures related to sustainability initiatives. 2.2.3. STRATEGY AND TARGETS CANPACK HAS IMPLEMENTED As the global focus on sustainable development, CLEAR TARGETS ACROSS climate change, and the circular economy ITS THREE SUSTAINABILITY continues to intensify, CANPACK is committed to evolving alongside these trends. Our strategy PILLARS: CARE, SUSTAIN, is focused on addressing the challenges and AND RECYCLE. capitalising on the opportunities presented by these shifts, allowing us to continue providing innovative and sustainable packaging solutions. To ensure that our sustainability strategy remains actionable, CANPACK has implemented clear targets across its three sustainability pillars: CARE, SUSTAIN, and RECYCLE. These targets are designed to focus our efforts, engage employees, and drive faster, positive change towards the Sustainable Development Goals of the United Nations. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED w FEEL RESPONSIBLE 68 PILLAR 1 PILLAR 2 PILLAR 3 CARE SUSTAIN RECYCLE At CANPACK, we prioritise the CANPACK is committed to Recycling is a core element safety, well-being, and rights of reducing its environmental of CANPACK’s sustainability our employees, while creating footprint, aligning its efforts efforts, and we continuously a diverse and inclusive work with the SBTi, and achieving strive to increase the use of environment. Key CARE-related tangible progress in the recycled materials and targets include: reduction of greenhouse gas reduce operational waste. (GHG) emissions. Specific Targets under the RECYCLE • As we strive to ensure a safe targets under the SUSTAIN pillar include: working environment for all pillar include: our employees, we aim for • Reducing the average weight a total recordable incident • Reducing absolute Scope of our beverage can bodies, rate (TRiR) of below one from 1 and 2 GHG emissions by in line with approved light- 2024 onwards for all our 25% by 2030, from the base weighting roadmaps. manufacturing facilities. year of 2020, and reducing • Continually look to increase • To ensure we live up to our absolute Scope 3 GHG the average amount of global compliance standards, emissions from purchased recycled aluminium used to we have zero tolerance goods and services by 12.3% make our can bodies. towards discrimination, forced by 2030, from the base year labour and employment of of 2020. These targets are in • Reducing the amount of minors, and we expect all our keeping with the SBTi that we operational waste produced suppliers to sign our Supplier formally signed up to in 2022. so that zero waste goes to landfill by 2030. Code of Conduct. • Continuing to power all • We are committed to CANPACK plants across • Continuing to improve supporting a diverse, the globe using 100% recycling rates through the inclusive, respectful working renewable electricity where collection of used beverage environment that enables all available, and where not cans, supporting regulators our employees to work as one available, purchasing Energy and the waste management seamless team, regardless Attribute Certificates or industry, and supporting of their location, background, comparable certificates. educational programmes that target packaging end users. or beliefs. • Ensuring that 100% of • Through our corporate CANPACK plants have social responsibility (CSR) bespoke energy, water, and activities, we are committed waste efficiency targets in to helping people in our place. The progress towards local communities who are these targets is monitored in need. Our focus is on at dedicated quarterly supporting environmental, sustainability meetings. educational, health, cultural, • Achieving targets described and sporting initiatives. in the CANPACK Sustainable Procurement Policy. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 69 2.2.4. SCOPE AND REVIEW MECHANISM CANPACK’s Sustainability Policy applies to all employees, suppliers, and business partners working with or for the CANPACK Group. The policy is reviewed annually to assess its effectiveness and implementation, ensuring it remains relevant and aligned with internal and external sustainability expectations. Amendments are made as necessary based on these reviews. 2.2.5. NON-COMPLIANCE AND REPORTING In the event of any non-compliance with the Sustainability Policy or challenges in meeting defined sustainability targets, employees are required to report the issue to the Group Sustainability Director or escalate it to the Sustainability Committee. This process ensures transparency and accountability in CANPACK’s sustainability practices. This comprehensive approach to sustainability governance, combined with our clear strategy and ambitious targets, reflects CANPACK’s ongoing commitment to creating a more sustainable future. Through continued collaboration with stakeholders and a focus on innovation, CANPACK is well-positioned to address the environmental, social, and economic challenges of the modern world while supporting sustainable growth for future generations. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 70 2.3. SUSTAIN FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEFLE REEL SAPSOSNUSRIEBDLE 71 Reducing absolute Scope 1 and 2 GHG emissions by 100% 25% OF CANPACK PRODUCTION BY 2030 sites have 2025 environmental targets in place set against a from the base year of 2020 2019 baseline Reducing absolute Scope 3 GHG emissions from purchased goods and services by 12% BY 2030 from the base year of 2020 100% 100% OF CANPACK RENEWABLE STRATEGIC ELECTRICITY SUPPLIERS BY 2030 from Groups A,B,C must be We have sourced 100% assessed annually against the renewable electricity since adopted sustainability criteria 2022 and will continue to do so FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEFLE REEL SAPSOSNUSRIEBDLE 72 FEEL RESPONSIBLE 73 2.3.1. TACKLING CLIMATE CHANGE 25% E1-1 At CANPACK, sustainability is a core value, and addressing climate change is one of the key By 2030, CANPACK aims aspects of our corporate strategy. In alignment to achieve a 25% reduction with the Paris Agreement, our GHG reduction targets received official approval from the in absolute Scope 1 and 2 SBTi in 2022, underscoring our commitment emissions, using 2020 as to measurable and impactful climate action. the baseline Guided by these targets, we have established clear and actionable goals to drive our sustainability journey. By 2030, CANPACK aims to achieve a 25% 12.3% reduction in absolute Scope 1 and 2 emissions, using 2020 as the baseline. For Scope 3 emissions, primarily linked to purchased For Scope 3 emissions, goods and services, we are targeting a 12.3% reduction by 2030 based on 2020 levels. The primarily linked to purchased SBTi has classified our Scope 1 and 2 targets goods and services, we are as aligned with a “well below 2°C” pathway. targeting a 12.3% reduction This means that our goals are based on the by 2030 based on 2020 levels. latest climate science and are designed to reduce emissions in line with limiting global warming to well below 2°C” above pre- industrial levels. Moreover, we are actively exploring opportunities to align our targets with a 1.5°C trajectory. To support these ambitions, we are developing a comprehensive roadmap that outlines our emissions reduction strategies, potential savings, and economic implications. This roadmap also reflects organisational changes, including the 2024 sale of our glassworks in Orzesze, Poland. Reducing our carbon footprint is a priority, and we are implementing impactful decarbonisation measures across our operations. For Scope 1 emissions, which are primarily associated with fuel combustion in production, we are exploring the feasibility of electric pin ovens and transitioning to lower-emission fuels in glassworks. These initiatives require detailed logistical and financial planning given our global footprint, which now spans 16 countries. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 74 Significant strides have been made in addressing Scope 2 emissions. In 2020, 62% of the electricity we consumed was from renewable sources. Since 2022, we have sourced 100% renewable electricity through on-site installations, direct contracts with energy suppliers and through the purchase of renewable electricity certificates. This resulted in a 96% reduction in Scope 2 emissions by 2023 compared to 2021 levels. We remain committed to maintaining this progress and further optimising energy use, particularly in heating and cooling processes and increasing the energy efficiency. With over 90% of our total emissions occurring in Scope 3, largely driven by purchased goods and services, aluminium is a key focus area which accounted for 77% of the company’s total carbon footprint in 2022 and 66% in 2023 – the decrease between 2022 and 2023 primarily came from purchasing less aluminium coil in 2023 because extra coil was purchased in 2022. We are optimising material use through lightweight packaging designs and increasing the share of recycled materials. By 2023, the recycled content of our aluminium cans increased from 50% in 2020 to 66%, contributing to a 25% decrease in Scope 3 emissions. In addition to these measures, we continue to work with our suppliers to increase the percentage of recycled content in the coil we purchase. In 2021, we also implemented a dedicated Sustainable Procurement Policy. This policy includes criteria for energy efficiency, emissions reductions, and recycled content reporting. Public education initiatives like Every Can Counts further support our efforts to promote aluminium recycling and a circular economy, while supporting the International SDG 7 SDG 13 Green Film Festival in Cracow helps us to TARGET: 7.3 TARGET: 13.3 educate people about climate change. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 75 Despite significant growth, including the addition further 18% in 2023, our Scope 2 emission of new facilities in the Czech Republic (2020) dramatically reduced by 94% in 2022 and by and the United States (2021, 2022), CANPACK 96% in 2023. We made substantial progress in achieved a 25% reduction in combined Scope reducing Scope 3 emissions. After an initial 8% 1 and 2 emissions by 2022 compared to 2020, rise in Scope 3 emissions in 2022, we achieved meeting our science-based target ahead of a notable decline of 25% in 2023, driven by an schedule. While Scope 1 emissions increased increase in the amount of recycled aluminium in 2022 and 2023 due to expanded production used in the coils, up from 50% in 2020 to 66% capacity, increasing by 16% in 2022 and a in 2023. SDG 12 TARGET: 12.8 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 76 2.3.2. POLICIES AND CLIMATE TARGETS WE CONTINUE TO ADDRESS THE in thermal energy consumption, electricity, MATERIAL IMPACTS, RISKS, AND and water usage intensity, and waste generation, OPPORTUNITIES ASSOCIATED alongside increasing waste recycling rates. These targets are closely monitored through WITH CLIMATE CHANGE quarterly reviews, allowing us to identify and MITIGATION AND ADAPTATION. implement optimisation opportunities effectively. Recognising that a considerable proportion E1-2 of our emissions arise from our supply Central to this commitment is CANPACK’s Global chain, CANPACK proactively addresses these Sustainability Policy, which provides a clear challenges through its Sustainable Procurement definition of sustainability for our organisation, Policy, introduced in 2021. In chapter 3.3. sets out detailed implementation guidelines, Responsible sourcing, we broadly describe and establishes a rigorous governance and our standards, requirements, and proactive monitoring framework to ensure its ongoing approach, which enable us to continuously effectiveness. Operationally, all CANPACK identify areas for improvement, mitigate production facilities are held to specific potential risks, and capitalise on opportunities environmental targets, including reductions related to climate action. 2.3.3. CLIMATE CHANGE MITIGATION AND ADAPTATION CANPACK is fully committed to addressing climate change by setting ambitious GHG emission reduction targets aligned with the SBTi. These targets reflect our responsibility to mitigate environmental impacts while driving sustainable growth. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 77 2.3.4. EMISSION REDUCTION TARGETS E1-4 Our targets are modelled using the absolute contraction approach, excluding offsets, and avoided emissions, and are classified by the SBTi as aligned with a “well-below 2°C” trajectory (Scope 1+2 target). Table 2.3.1. Emission reduction targets Scope Baseline (2020) Target (2030) Reduction Goal Scope 1 + 2 (market- 414,644 tonnes 310,983 tonnes based approach) of CO2e of CO2e -25% Scope 3 (Purchased 3,918,494 tonnes 3,436,519 tonnes goods and services) of CO2e of CO2e -12.3% CANPACK’s comprehensive GHG emission SCOPE 1 inventories are conducted under operational SCOPE 2 control. Scope 1 includes direct emissions from SCOPE 3 stationary and mobile combustion, fugitive emissions, and process emissions. Scope 2 covers indirect emissions from purchased electricity, heat, and cooling, using a market- based method for performance tracking. Scope 3 emissions are calculated across nine material categories: Purchased Goods and Services, Capital Goods, Fuel and Energy- Related Activities, Upstream Transportation, and Distribution, Waste Generated in Operations, Business Travel, Employee Commuting, Downstream Transportation and Distribution, and Downstream Leased Assets. The Scope 3 target focuses on Purchased Goods and Services, which accounted for 93% of Scope 3 emissions in 2020, exceeding the SBTi’s requirement to cover at least 67% of reported Scope 3 emissions and at least 40% Purchased goods All other of total Scope 1+2+3 emissions. and services categories FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 78 Table 2.3.2. GHG emissions in tCO2eq. Indicator 2022 2023 Gross Scope 1 GHG emissions 299,765 30,6272 Gross Scope 2 GHG emissions (market-based approach) 10,128 6,812 Gross Scope 2 GHG emissions (location-based approach) 386,584 379,260 Gross Scope 3 GHG emissions 4,580,775 3,181,626 Category 1: Purchased goods and services 4,215,820 2,800,871 Category 2: Capital goods 36,368 33,934 Category 3: Fuel- and energy-related activities (not included in Scope 1 or Scope 2) 70,324 80,664 Category 4: Upstream transportation and distribution 107,830 79,619 Category 5: Waste generated in operations 34,102 30,281 Category 6: Business travel 2,360 3,089 Category 7: Employee commuting 15,080 16,031 Category 9: Downstream transportation and distribution 98,830 136,749 Category 13: Downstream leased assets 61 388 Total GHG emissions (market-based approach) 4,890,667 3,494,710 Total GHG emissions (location-based approach) 5,267,124 3,867,158 E1-6, E1-7 on direct actions to meet our sustainability Our GHG targets were externally verified and objectives. Through these efforts, we continue approved by the SBTi in 2022. CANPACK to address climate challenges while advancing remains committed to achieving its reduction a sustainable future. goals without the use of carbon credits, focusing FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 79 2.3.5. ENERGY USAGE, SOURCING, AND INTENSITY E1-5 We continue to focus on monitoring total energy While challenges remain, particularly in fossil usage, energy sourcing, and energy intensity fuel reliance, our progress in renewable energy associated with our high-climate-impact sourcing and reduced energy intensity reflects operations. Below is an overview of our energy our commitment to a sustainable future. We consumption and production overview (2022- will continue to monitor, report, and innovate 2023). These figures demonstrate our sustained towards reducing our environmental footprint focus on operational efficiency and the transition while meeting the growing demands of to renewable energy sources. our industry. Table 2.3.3. Energy consumption and production overview Indicator Unit 2022 2023 Total energy consumption related to own operations MWh 1,453,955 1,472,400 Total energy consumption from fossil sources MWh 787,143 769,897 Total energy consumption from nuclear sources MWh 0 0 Total energy consumption from renewable sources MWh 666,812 702,503 Non-renewable energy production and renewable energy production MWh 5,514 5,203 Non-renewable energy production MWh 1,237 1,085 Renewable energy production MWh 4,277 4,119 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 80 2.3.6. WATER MANAGEMENT E3-1, E3-2, E3-3 At CANPACK, we recognise water as a vital Due to low water consumption, CANPACK does resource essential for both our operations and not carry out advanced projects aimed at the well-being of the communities in which we optimising products in terms of water-related operate. While our production processes use criteria and marine resources preservation. relatively small quantities of water, particularly To further enhance water efficiency, CANPACK in our aluminium beverage can division, we has implemented advanced recycling systems are acutely aware of the environmental impact at three facilities, two of which operate on a zero of water withdrawals, especially in regions liquid discharge (ZLD) basis. These ZLD systems experiencing water stress. This awareness ensure that all water withdrawn is treated and drives our proactive approach to sustainability, reused in a closed-loop process, significantly embedded within our “SUSTAIN” pillar, and reducing water consumption and minimising underpins our ongoing efforts to minimise our environmental impact. These initiatives are water footprint. particularly critical in areas with high water stress, where ZLD systems contribute to local CANPACK is committed to responsible water water security and resilience. Our commitment to stewardship through robust monitoring and water stewardship extends beyond our facilities. management practices. We regularly track water withdrawals, discharges, and quality E3-4 parameters, to ensure transparency and At CANPACK, we believe that sustainable water accountability. Across our global operations, management begins with awareness. We actively our facilities feature on-site water treatment educate our employees on water conservation systems that pre-treat wastewater before practices, empowering them to make meaningful transferring it to municipal treatment plants. contributions both at work and in their personal A sizeable portion of the water withdrawn is lives. By creating a culture of responsibility, we returned to the environment after thorough aim to amplify our collective impact on preserving treatment, with only minimal losses due to water resources. CANPACK monitors water use evaporation or consumption in our processes. and reports on key metrics, including withdrawals, In 2020, all CANPACK production plants discharges, and consumption through established established individual, ambitious yet achievable frameworks such as the CDP. environmental targets for 2025 and 2030, including specific goals for reducing water withdrawal intensity per unit of production. For instance, the aluminium beverage can division has set a target to reduce water withdrawal intensity by 13% by 2025 compared to the 2019 baseline. Progress is carefully monitored during quarterly reviews, and targets will be updated in alignment with operational SDG 6 TARGET: 6.3 SDG 3 advancements and local needs. TARGET: 6.4 TARGET: 3.9 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 81 Table 2.3.4. Water-related indicators overview Indicator Unit 2022 2023 Total water consumption related to own operations m3 386,573 335,847 Total water withdrawals m3 3,000,242 3,042,084 Total water discharges m3 2,613,669 2,706,237 Total water consumption in areas at water risk, including areas of high water stress m3 307,350 278,983 Total water recycled and reused m3 250,719 251,086 We remain committed to updating our water management targets to reflect evolving capabilities and potential, ensuring that our efforts contribute to the long-term health of the environment and the communities we call home. By prioritising water stewardship, we aim to set a standard for sustainable resource management across our industry. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 82 2.3.7. POLLUTION MANAGEMENT 2.3.7.1. POLLUTION IN OWN OPERATIONS AS WE AIM TO PROTECT THE As we declare our efforts to meet the ENVIRONMENT, WE STRIVE TO ISO 14 0001 and ISO 45 0001 requirements, ENSURE COMPLIANCE WITH external and internal controls are maintained at all locations to mitigate impacts on air ALL APPLICABLE OBLIGATIONS and water and therefore ensure safe working AND STANDARDS. conditions. In the reporting years 2022 and 2023, relevantly 77% and 74% of our plants were certified by both standards. E2-1, E2-6 Our commitment to addressing pollution While the European Pollutant Release and across our operations is described in our Transfer Register (EPRTR) only applies to certain Integrated Management System Policy and European plants, the business ensures annual realised through relevant globally applied local submissions where required. By addressing procedures and practices. As we aim to protect both routine operations and potential incidents, the environment, including the prevention of CANPACK remains committed to reducing pollution and the use of sustainable resources, pollution and restoring ecosystems where we strive to ensure compliance with all impacts have occurred. applicable legislative and regulatory obligations and standards, set achievable targets for CANPACK has not quantified the anticipated continuous improvement, and create processes financial effects of pollution-related risks or to continuously monitor these. opportunities but plans to review this in the future. The company confirms the absence To prevent and manage environmental of substances of very high concern (SVHC) incidents in the reporting period 2022-2023, in its products and reports no major incidents we ensured each plant has implemented or related expenditures. global procedures to respond immediately and effectively to incidents, limiting pollution impacts on people and the environment. We continuously measured key pollution emissions to air and water and applied relevant reduction activities, like process optimisations and technological solutions. SDG 3 TARGET: 3.9 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 83 OUR NEW In 2025, we updated the Environmental Sustainability Policy to meet our obligations under the various air quality and noise APPROACH regulations across all our sites. The company aims to achieve zero breaches of its environmental permit air emission limits by 2027. To realise this, we have implemented WE AIM TO ACHIEVE the following measures at our locations ZERO BREACHES OF ITS where operationally feasible: ENVIRONMENTAL PERMIT AIR EMISSION LIMITS BY 2027 • Dust mitigation measures. • Regular ambient air quality monitoring. • Regular noise monitoring. • Noise mitigation measures. Also, we strive to train 100% of employees with email accounts on the environmental issues addressed by this policy, as well as related topics by 2030. These initiatives align with Best Available Techniques (BAT) and the “Do No Significant Harm” principles for pollution prevention and control. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 84 2.3.7.2. POLLUTION IN THE VALUE CHAIN EVERY SUPPLIER SHOULD STRIVE TO CONTINUOUSLY MINIMISE THE ADVERSE ENVIRONMENTAL IMPACTS OF ITS ACTIVITIES, PRODUCTS, AND SERVICES. To mitigate air and water pollution in our value chain, we expect our suppliers to protect the environment in compliance with international standards relevant to their business, as well as the applicable laws and regulations. Moreover, every supplier should strive to continuously minimise the adverse environmental impacts of its activities, products, and services through responsible management of environmental aspects, including, but not limited to: the use of scarce natural resources, energy, and water; emissions to air and discharge to water; fertilisation on management; odour, noise, and dust emissions; potential and actual soil erosion and contamination; reduction, and recycling of (non-)hazardous waste; biodiversity; and product issues (design, packaging, transport, use, and recycling/disposal). Our requirements are described in our Supplier Code of Conduct. It applies to and is shared with all suppliers, vendors, contractors and consultants from whom CANPACK Group purchases goods or services and outlines those key elements that we deem to be the most relevant for suppliers. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMFAENECLE R INESDPICOANTSOIRBSLE 85 2.4. RECYCLE FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 86 2.4.1. TOWARDS A CIRCULAR ECONOMY AND REDUCING WASTE E5-1 E5-3 We take pride in producing packaging that is inherently recyclable, using materials such as metals and glass that retain their properties through multiple recycling cycles. Our efforts are focused on improving recycling rates through proactive engagement. We collect used beverage cans, collaborate with regulators and the waste management industry, and participate in consumer education programmes, such as the Every Can Counts initiative. In Poland and Romania, we operate dedicated companies that gather used beverage cans, preparing them for efficient recycling. Our ambition includes reducing the average weight of our beverage can bodies by following approved light-weighting roadmaps and increasing the use of recycled aluminium in our production processes. CANPACK produces modern, lightweight packaging – including aluminium beverage cans, food, and industrial packaging, crown corks, and glass bottles – designed to minimise raw material use, increase ease of recycling, reduce environmental impact, and lower waste. The high recycling rates of our packaging not only reflect increased consumer awareness but also ensure a steady supply of secondary materials for creating new products. In addition to using less material, we are continuously looking for opportunities to increase the recycled content through greater cooperation with our suppliers. As a result, in recent years, we have significantly increased the recycled content of our flagship product – the aluminium can, from 52% in 2021 to 66% in 2023. SDG 8 SDG 12 TARGET: 8.4 TARGET: 12.5 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 87 2.4.2. RECYCLED CONTENT METHODOLOGY Table 2.4.1. Recycled content of our products (beverage cans and glass bottles) E5-4 Recycled content* 2022** 2023 Aluminium can body 61% 70% Aluminium can ends 28% 36% Aluminium can tabs 41% 55% Aluminium can - total 55% 66% Glass bottles - total 40% 40% * The Recycled Content in aluminium cans is based on the average data sent to CANPACK Group by its suppliers for a previous year. Differences in methodologies used by suppliers for calculations may influence the final result. Given numbers are not verified by any third party. ** Includes Muncie (US). SDG 9 TARGET:9.4 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED w FEEL RESPONSIBLE 88 CANPACK recycled content methodology and terms CANPACK’S aluminium suppliers CANPACK Upstream CANPACK’S value chain D A Casting A+B+C+D Rolling A+B+C Can A+B Fillers extrusion making retail consumers D C B Description of terms: A. Primary aluminium – aluminium that does not come from recycling of any kind. B. Post-consumer scrap – aluminium that is recovered after an aluminium product or component has been produced, used and finally collected for recycling: used aluminium beverage cans, car cylinder heads, window frames, electrical conductor cables, etc. To calculate old scrap content, we use the following formula: (Weight of post-consumer scrap inserted into furnace) / (Weight of produced aluminium sheets) *100. C. Pre-consumer scrap (also called ‘process scrap’) – aluminium scrap that is generated during the production of final aluminium products up to a point when such aluminium products are sold to a final consumer, i.e. extrusion discards, sheet edge trim, turnings, millings, dross, etc. To calculate new scrap content, we use the following formula: (Weight of pre-consumer scrap inserted into furnace) / (Weight of produced aluminium sheets) *100%. D. Internal (all-round) scrap at a cast-house from recasting and extrusion/rolling processes. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 89 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 90 2.4.3. WASTE MANAGEMENT E5-5 our aluminium can business aims to decrease A core target of our sustainability policy is waste generation by 5% and achieve a 94% achieving zero operational waste to landfill recycling rate based on our 2019 baseline. by 2030. To support this, we have implemented These measures are all part of our larger waste management plans and work processes zero-waste-to-landfill goal. We monitor and focused on reducing, reusing, and recycling report on waste management performance waste. Across our plants, we have set across our operations, as shown in the environmental targets to reduce waste and consolidated data below. improve recycling. For example, by 2025, Table 2.4.2. Waste-related indicators overview Indicator Unit 2022 2023 Total amount of waste generated MT 136,676 130,642 Percentage of non-recycled waste % 8% 8% Waste streams relevant to our sector include Waste directed to disposal, including incineration primarily metal and glass waste. The materials and landfill, also saw reductions, highlighting presented in the waste overview include: ongoing improvements in waste management aluminium (accounted for over 70% of our total practices. Despite these achievements, non- waste in 2022 and 2023), steel, glass, oils, inks, recycled waste accounted for 8% of total waste varnishes and paints, paper, plastics, wood, in both years, with efforts to further reduce this textiles, sludge from wastewater treatment, percentage ongoing. spent activated carbon, and construction waste. For both waste streams and materials, we did not indicate any difference between 2022 and 2023. We collect data directly from our plants using waste transfer cards to ensure accuracy and transparency. SDG 12 TARGET: 12.5 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 91 2.4.4. PRODUCT END OF LIFE Due to the infinitely recyclable nature of WE ARE REALLY PROUD the materials we use to make our products TO SUPPORT EVERY CAN (aluminium, steel, glass), our track record in dealing with waste is something we’re proud of. COUNTS, A NOT-FOR-PROFIT PROGRAMME WHICH IS The most important waste stream in our steel MAKING HUGE PROGRESS IN and aluminium can-making plants is scrap INSPIRING, ENCOURAGING metal. Both aluminium and steel are sent to recycling – in most cases to our suppliers’ AND EMPOWERING PEOPLE facilities – which ensures the circularity of all the TO RECYCLE THEIR USED materials we use in our production processes. ALUMINIUM DRINKS CANS WHEREVER THEY ARE. Importantly, we also go beyond our direct production processes and think about our products in the context of their entire life cycle. By directly engaging with a wide range of We run dedicated companies in Poland and organisations to improve drink can recycling Romania to collect used beverage cans from the facilities and deliver communications that market and prepare them for efficient recycling. inspire behaviour change, the Every Can Counts We work with regulators, local governments, initiative has, since 2009, gone from strength- and waste management companies to raise to-strength and is now active in 19 countries awareness among local communities and across Europe, the United Arab Emirates, the provide favourable conditions for recycling. United States, and Brazil. Our plant in Dubai, United Arab Emirates, works with other packaging producers and The programme not only reinforces the fact that customers under a Recycling Coalition. aluminium cans are the world’s most recycled beverage container, but also recognises that Furthermore, alongside other can although much has been done, we still have manufacturers, the recycling industry, and not reached a 100% recycling rate. big-name drinks brands, we are really proud to support Every Can Counts, a not-for-profit programme which is making huge progress in inspiring, encouraging and empowering people to recycle their used aluminium drinks cans wherever they are. SDG 16 SDG 17 TARGET: 16.8 TARGET: 17.16 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 92 2.5. CARE FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 93 2.5.1. EMPLOYEES 2.5.1.1. POLICIES ADDRESSING OUR EMPLOYEES S1-1 CANPACK Group’s commitment to sustainability The CANPACK Integrated Management and ethical business practices is reflected in System Policy outlines our commitment to our policies that address the management of achieving uncompromised quality, product our workforce. These policies ensure that we safety, environmental health & safety (EHS), uphold the highest standards of human rights, and energy performance. This policy serves as labour rights, workplace safety, and diversity the framework for setting objectives to support and inclusion. Over 2022 and 2023, we customer satisfaction, CANPACK’s strategy, implemented and updated several key policies and sustainable growth. It includes measures to manage material impacts on our employees, to prevent work-related accidents, injuries, and addressing associated risks and opportunities. occupational diseases, and it promotes a culture of continuous improvement and innovation. Our Human Rights Policy underscores our dedication to respecting and promoting human The Global Sustainability Policy outlines rights across all our operations. This policy CANPACK’s commitment to sustainability, aligns with international standards, such as including the management of material impacts the UN Guiding Principles on Business and on its workforce. This policy ensures compliance Human Rights and the OECD Guidelines for with local laws and maintains global standards Multinational Enterprises. It emphasises fair aligned with European and United States labour practices, including the prohibition of regulations. It also promotes sustainable forced labour, child labour, and discrimination. practices across all operations, contributing We are committed to providing safe and healthy to the well-being of our employees and working conditions, fair wages, and the right to the environment. freedom of association and collective bargaining. By actively engaging with stakeholders and Our Non-Discrimination, Anti-Harassment providing effective grievance mechanisms, & Anti-bullying Policy aims to create a safe we ensure that human rights impacts are working environment free from discrimination, addressed and remedied promptly. harassment, or bullying. CANPACK is an equal- opportunity employer, and this policy strictly The CANPACK Code of Conduct sets out the prohibits discrimination based on various ethical standards and principles that guide our protected characteristics. It also addresses business practices. It covers various aspects, sexual harassment, other types of harassment, such as human rights, labour rights, workplace and bullying, ensuring that all employees are safety, and environmental responsibility. The treated with dignity and respect. The policy Code of Conduct ensures that all employees includes a robust complaints procedure act with integrity and in compliance with and prohibits any form of retaliation against applicable laws and regulations. It also individuals who report incidents in good faith. provides mechanisms for reporting and addressing any unethical behaviour. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 94 OUR POLICIES ENSURE THAT WE UPHOLD THE HIGHEST STANDARDS OF HUMAN RIGHTS, LABOUR RIGHTS, WORKPLACE SAFETY, AND DIVERSITY AND INCLUSION. The CANPACK Group Diversity and Inclusion Policy highlights our commitment to creating a diverse and inclusive workplace. This policy promotes equal employment opportunities and ensures that all employment decisions are based on merit and qualifications. By creating an inclusive culture where diverse perspectives are valued, we drive innovation and business success. The policy also includes support programmes to help employees balance their work and personal lives, and it emphasises the importance of continuous improvement in our diversity and inclusion practices. The CANPACK Whistleblowing Procedure encourages employees to report suspected wrongdoing, including illegal or unethical conduct, without fear of reprisals. This policy provides guidance on raising concerns and ensures that all reports are investigated promptly and confidentially. By offering protection for whistleblowers and maintaining anonymity, we create a culture of openness and accountability. Our policies are communicated through various channels to ensure that all employees are aware of their existence and content. These channels include employee handbooks, which provide detailed information about our policies and procedures, regular training sessions and workshops to educate employees about our policies and their rights, and making policies available on our intranet sites, ensuring they are easily accessible to all employees. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 95 2.5.1.2. ENGAGING OUR EMPLOYEES AND EMPLOYEE REPRESENTATIVES S1-2 channels illustrates that we operate at every CANPACK is committed to engaging with its possible stage of hiring an employee. Across workforce through structured and locally tailored all plants and offices, local senior leadership communication. Engagement methods vary (General Managers, Plant Managers, Functional across the Group to reflect local regulations, Leads, etc.) oversees engagement processes, cultural contexts, and operational needs. The ensuring that employee feedback informs tailored communication channels through which decision-making and operational improvements. we engage our employees, monitor their needs In Corporate Offices it is our CEO. By placing and gain insight into impacts, include: quarterly these responsibilities with senior leadership, business updates, HR round tables, individual CANPACK ensures that worker engagement is meetings, pre-shift discussions, and open-door embedded into daily operations, reinforcing approach surveys, as well as trade unions the transparency, responsiveness, and Employee Council, and the collective bargaining continuous evaluation. agreements. The Scope of our engagement FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 96 2.5.1.3. INCORPORATING HUMAN RIGHTS ASPECTS IN THE PROCESS S1-2 As we underlined in our Code of Conduct and Human Rights Policy, we are committed to ensuring the protection and promotion of human rights within our operations, including gaining insights into employee perspectives. These include employee freedom of association, forming and joining trade unions, providing freedom of thought, conscience, and religion, and prohibiting any kind of discrimination. Moreover, locally, we may implement stricter regulations and integrate them into regular discussions and feedback sessions. Our conduct and performance concerning human rights are monitored, in part, though third-party SMETA audits, which consider the principles of the Ethical Trading Initiative (ETI) Base Code and analyse effectiveness in the field of human rights, responsible recruitment practices, foreigners’ rights to work, implementation of management systems and working from home. CANPACK is committed to ensuring that all employees, including those who may be vulnerable or marginalised, have a voice in the workplace. We aim to understand their perspectives and address their concerns. We meet local government quotas for employing people with disabilities in all locations where we operate. Moreover, in the United States, we ensure equal participation opportunities, including special town hall meetings for employees who speak English as a second language. SDG 5 TARGET 5.1 TARGET 5.C FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 97 2.5.1.4. ENGAGEMENT CHANNELS S1-2 Self-evaluation survey: One of the tools we use to gain insight into our employees’ needs and build engagement is the self-evaluation process during the Annual Performance Review. This process includes the self- evaluation survey and an individual feedback meeting with the supervisor, providing goals, employee development review, and understanding of the employee perspective. More information on this process can be found in section 2.5.1.10.4. We regularly evaluate the effectiveness of this process to ensure that employee feedback influences decision-making and workplace improvements. In 2023, we surveyed more than 600 employees to find out how we can do this process even better and presented the outcomes to our employees. Let’s connect: We conduct LET’S CONNECT, our company-wide initiative direct feedback meetings every one to two months. This programme introduces employee roundtables where we create open and collaborative discussions on various topics relevant to our organisation. These meetings provide a platform to share insights, ideas, and concerns in a safe and inclusive environment. • Health and Safety Committees provide insights LET’S CONNECT meetings also help us to into workplace safety, while Social Committees gain insights into employees who may be oversee the distribution of funds to address particularly vulnerable to impacts and/or related concerns across our business. feel marginalised. The topics discussed in • Town Hall meetings with the CEO and General the meetings are shared with the Executive Managers offer employees a direct platform to Committee Leadership Team. raise concerns and share suggestions. • The implementation of the Workday tool enabled Other key engagement channels employees to contact HR via instant messaging, • Coffee Breaks – quarterly meetings with ensuring quick and accessible communication. company representatives, including the CEO. • Regular promotion of whistleblowing • HR4Business Meetings – held quarterly with mechanisms and channels to raise leadership to discuss employee concerns and employees’ concerns through many gather insights. local communication channels. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 98 2.5.1.5. CONTINUOUS IMPROVEMENT S1-2 HR and Health and Safety practices, and By employing diverse engagement methods management training. CANPACK continuously tailored to local workplace needs, CANPACK improves its engagement processes. While ensures that engagement remains inclusive, structured engagement frameworks are effective, responsive, and impactful. The well-established across most locations, we presented methods provide valuable qualitative are introducing new initiatives to enhance and quantitative data, influencing future communication and transparency. decision-making processes and improving FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 99 2.5.1.6. CHANNELS FOR OWN WORKERS TO RAISE CONCERNS S1-3 We continuously monitor and assess our Fourth alternative: Employees may raise operations to identify any potential negative concerns directly with the CANPACK Ethics impacts on our workforce. As we described Officer. The ethics officer may be approached in paragraph 1.7.2. “Whistleblowing approach”, in person or by telephone. All conversations are CANPACK has a grievance/complaints handling treated confidentially. mechanism related to employee matters. CANPACK’s employees can formally report Fifth alternative: Anyone may contact their concerns or needs through five CANPACK’s external third-party “Speak-up” alternative channels: service by telephone, where they can select their preferred language. Employees may also contact First alternative: For most questions, the this service in writing, either by sending an email natural thing is to discuss the matter with a or through their website. This service allows for direct manager or supervisor. All managers and anonymous reporting. supervisors are required to listen to employee concerns and look for the best solution In 2023, we implemented a new safety reporting according to the Code. system to identify unsafe acts, conditions, near misses, and incidents. This system supports Second alternative: There are times when our efforts to reduce risks and conduct an employee may feel uncomfortable discussing comprehensive internal audits, complementing the matter with his or her supervisor. Depending external audits for ISO 45001 certification. on the issue, they are welcome to consult We also monitor work environment conditions with human resources, health and safety in real-time at each plant, preventing potential officers, legal or with other key persons with negative impacts on employees before relevant expertise. they occur. Third alternative: Employees may always approach senior managers with Code of Conduct concerns. All senior managers in CANPACK have been instructed to take employee concerns seriously and help find solutions. Employees shall not be punished for raising Code of Conduct questions in good faith. SDG 3 TARGET: 3.9 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 100 2.5.1.7. PROCESSES TO REMEDIATE POTENTIAL NEGATIVE IMPACTS S1-3 impacts. We regularly monitor and assess the To remediate negative workplace impacts on effectiveness of our approach through metrics our workforce, we implement and update such as employee satisfaction surveys, incident relevant policies and practices. We ensure reports, and performance reviews. compliance with local laws and maintain global standards aligned with European and Our annual budget includes funding for training United States regulations. In regions where programmes, health and safety measures, local norms are less stringent, our proactive employee benefits, and other initiatives aimed measures mitigate potential risks and negative at improving working conditions. 2.5.1.8. MANAGING MATERIAL IMPACTS, RISKS, AND OPPORTUNITIES RELATED TO OUR WORKFORCE S1-4 Our approach to managing material impacts, risks, and opportunities related to our workforce is guided by core principles such as occupational safety, freedom of association, integrity, equality, and respect for human and labour rights. As a global company, we implement and update relevant policies and practices, so we are compliant with local laws and maintain globally accepted European and United States standards regarding health and safety, treating employees with due respect, preventing discrimination of any type, and promoting meritocracy and diversity. As local norms are not as strict in some of the regions in which we operate, we believe our approach mitigates many potential risks or negative impacts which could otherwise occur. We recognise that effectively implementing these principles sometimes requires tailoring our approach to local conditions. This ensures that our initiatives are as impactful as possible in each country. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 101 2.5.1.9. AVAILABILITY AND TRUST S1-3 CANPACK supports the accessibility of CANPACK ensures that its workforce is aware these channels through regular training and of, and trusts, these channels. As we mentioned communication. We ensure that all employees in section 1.7.2: “Whistleblowing Approach”, are aware of the available channels and we have a policy in place to protect individuals understand how to use them. We achieve this who use these channels in good faith, and through onboarding sessions, annual training employee representatives, against retaliation. programmes, and many internal communications In our corporate culture, we appreciate diverse channels, including CANPACK Magazine, CP voices as they help us grow, be innovative and Pulse, CP TV, and ongoing email reminders. understand each other. Employees who do not have email are also informed through their supervisors and local information boards. The channels in place cover a wide range of issues, including: Working Conditions: health and safety, work-life balance, self-evaluation process, and access to social security. Equal Opportunities: Freedom from discrimination based on gender, racial or ethnic origin, nationality, religion or belief, disability, age, or sexual orientation; access to secure employment; equal treatment regarding working conditions, access to social protection and training; and the inclusion of people with disabilities. Work-Related Rights: Freedom of association, social dialogue, child labour, forced labour, and privacy at work. Business conduct: corporate culture, strategy, process, management style, and HR support. SDG 5 TARGET: 5.1 TARGET: 5.2 TARGET: 5.C FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 102 2.5.1.10. TAKING ACTION 2.5.1.10.1. HEALTH & SOCIAL PROTECTION S1-11, S1-4 Additionally, all of our employees benefit from Ensuring social protection for employees is a Business Travel Insurance which covers, but key element of our commitment to workplace is not limited to, accidents and adverse health security and health. In most of the countries events during business trips. in which we operate, social insurance covers all our employees against loss of income due Our organisation remains committed to to sickness, unemployment, parental leave, ensuring all employees have access to fair and retirement relevant to the country’s public social protection measures, continually system or provided by private benefits offered assessing and adapting benefits to align by the company. We take care of proper medical with evolving regulatory frameworks and care (not only occupational medicine) and best practices. Also, we regularly promote prevention, and, where necessary, rehabilitation, the importance of good health, including by providing employees with benefits in the mental health. form of medical services. SDG 3 TARGET: 3.9 TARGET 3.4 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED w FEEL RESPONSIBLE 103 2.5.1.10.2. SAFETY S1-4, S1-13 We undergo several safety-related activities: Safety is one of our core values and is non- negotiable. We believe that every employee, • Building safety awareness and culture through visitor, or contractor has the right to work in the ‘High 5 for Safety’ programme. a safe environment and be able to go home • Implementation of software that enables without injury or ill health. Our EHS system is monitoring of the work environment, regular applicable to any person on a CANPACK site. security reviews, and audits. Recognising the safety and health of our • The reward system for CANPACK Group’s employees as our top priority, the absolute basis plants of awards for injury-free work. is to provide them with access to personal and • The Safety Stars System for recognising collective protective equipment (PPE) in their daily and rewarding employees for their work for work – hand protection (gloves), high visibility occupational health and safety. clothing and safety footwear, head coverings, eye protection (googles), respirators/masks, hearing • All safety-related processes and procedures protection, silencers, and sound-absorbing are translated into the languages spoken cabins. We have rigorous health and safety by our employees. procedures in place, including procedures for • We unify issues related to occupational safety in inspections and audits of the equipment used by the field of protective clothing and work clothing. our employees and for the proper handling of chemicals and hazardous substances. Table 2.5.1. Health and safety metrics Health and safety metrics 2022 2023 The total number of fatalities as a result of work-related injuries 0 0 and work-related ill health Total number of recordable work-related accidents 63 54 The rate of recordable work- related accidents 0.31 0.38 Table 2.5.1. outlines key safety metrics for 2022 and 2023, demonstrating full coverage of all employees and non-employees under the organisation’s occupational health and safety SDG 3 management system. TARGET: 3.9 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 104 SAFETY FOR CANPACK MEANS partners to follow comparable safety MUCH MORE THAN SAFE practices. Our expectations of suppliers and WORKING CONDITIONS other partners for making safety the highest priority are described in CANPACK’s Supplier FOR EMPLOYEES. Code of Conduct. We specify our requirements in agreements and statements of work, as Our ’safety first’ standards are not limited to well as procedures for visitors and contractors. our production processes and direct operations. Drivers and contractors who visit our factories We take full responsibility for health and safety must be fully trained, fit to work, and comply in all our business relationships and require our with all regulations. Table 2.5.2. Progress toward safety Safety indicators 2021 2022 2023 Number of lost time injuries (LTI) 47 33 34 Number of work-related injuries 72 63 54 Number of days lost to work-related injuries, fatalities, and ill health 1,154 704 835 Lost time injury frequency rate (LTIR) 3.97 2.07 2.04 Lost time injury severity rate (LTI) 0.10 0.04 0.05 Total recordable incident rate (TRiR)* 1.07** 0.83*** 0.62*** Table 2.5.2. outlines the safety indicators for 2021-2023 and progress towards TRiR, our key safety target. *TRIR – total recordable incident rate, the formula is: total number of recordable injuries (sum of medical treatments, restricted work cases and lost time injuries) are multiplied by 200.000 (the average amount of hours worked in a year by a company of 100 people) and divided by the actual amount of hours worked in a specific entity/factory. ** The indicator includes the Orzesze location (divested in 2024). *** The indicator includes the Muncie and Orzesze (divested in 2024) locations. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 105 2.5.1.10.3. FAIR REMUNERATION To create a positive impact on our employees, the company offers an incentive-based compensation system. We have a uniform approach to job valuation based on the GRADES system and we use professional and reliable sources of market information research on remuneration to ensure fair and equitable remuneration for our employees. Depending on location, we provide additional health or pension and social benefits that go beyond the standard to support our employees’ well-being and enhance their quality of life. SDG 10 TARGET: 10.4 2.5.1.10.4. EMPLOYEE DEVELOPMENT AND OPPORTUNITIES We encourage innovation and growth among our what goals should be next (PLAN – Goal Setting). employees by promoting an inclusive culture of Every year, our employees conduct a five-scale continuous improvement and providing resources self-assessment of the effectiveness of achieving for skill development. their goals, which have to support higher ground (company, department or team priorities), as well To support this process, we have implemented a as behaviours and attitudes (Core Behaviours), regular performance review that is a continuous to CANPACK’s values of Quality, Safety, Integrity, dialogue between an employee and a manager, run Innovation, Teamwork and Respect. in one-year cycles, about how business priorities/ organisation goals translate into individual or team After the assessment has been carried out by their goals (PLAN – Goal Setting); what the employee supervisor, they meet for an individual conversation should learn and work on to maximise their chance about impacts, development and growth, as well as to reach these goals (MONITOR – 1-2-1s); what is dive into employee perspective and needs. the final outcome (ASSESS – Annual Review); and FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 106 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED w FEEL RESPONSIBLE 107 Our goal is for every performance conversation economy, but also facilitates internal knowledge to promote trust, reduce anxiety, create clarity, transfer by sharing experienced team members and showcase alignment. Such a process is between facilities. The most significant boost for an opportunity to recognise employees, share internal mobility was the US project that started key messages from senior leadership, discuss in 2021 and lasted until the end of 2023. priorities and standards we want to follow, reflect on the past to focus on the future, give and receive By encouraging internal mobility, we aim to: feedback, and diagnose the biggest obstacles for improving performance. • Enhance retention: Offering opportunities for growth keeps employees engaged and reduces Finally, it allows us to identify talent as well as turnover support employees to see their strengths, face • Develop skills: Employees acquire new abilities professional challenges more effectively, and and become more adaptable develop their skills and competencies. • Optimize utilisation: Placing the right employees To help our employees further develop in the right roles increases work efficiency professionally, in certain geographic areas, • Foster innovation: Diverse experiences inspire we provide them with the opportunity to take creative thinking and new ideas part in skills development programmes based on the 10-20-70 model, where 70% of learning • Strengthen culture: Internal hiring supports and comes from professional activities and reinforces the company’s values and identity experiences, 20% from learning from others, and 10% from courses and training. This holistic The table below presents training and skills approach ensures that our employees gain development metrics for 2022 and 2023, valuable skills and knowledge from various highlighting employee participation in performance sources, enhancing their overall development. and career development reviews, as well as average training hours. While the percentage of The development of our employees is greatly male employees participating remained relatively influenced by the company’s growth, which stable, female participation saw a notable refers to the expansion achieved through internal decline. Additionally, the average training hours efforts. Launching new factories and increasing per employee decreased overall, though women capacity with our own resources not only creates experienced an increase in training hours in 2023 employment opportunities, contributing to the local compared to the previous year. Table 2.5.3. Training and skills development metrics Indicator 2022 2023 The percentage of employees who participated in regular performance 77% 82% and career development reviews The average number of training hours per employee 16 13 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 108 2.5.1.10.5. RESPECTFUL AND PROACTIVE WORKPLACE IN ALL OUR PLANTS WE INSTRUCT, TEACH AND COACH OUR MANAGERS TO FOLLOW HUMAN RESPECT-RELATED POLICIES. S1-4 We conducted the Leadership Academy global project, which included many topics, fostering mutual respect. Additionally, we promote respect for diverse perspectives and volunteering through video clips, messages on our company TV, internal newspaper, and other local CSR projects, as described within this report. S1-9, S1-12 The table provides an overview of the workforce’s diversity metrics, focusing on gender distribution across different age groups and the number of employees with disabilities for the years 2022 and 2023. It highlights the overall composition of men and women within the organisation, showing slight shifts in age demographics over the two years. Additionally, the data includes the number of employees with disabilities, noting a small increase in 2023 compared to the previous year. SDG 10 TARGET: 10.2 SDG 4 TARGET: 10.4 TARGET: 4.7 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED w FEEL RESPONSIBLE 109 Table 2.5.4. The distribution of employees by age group and employees with disabilities Indicator 2022 2023 The distribution of employees by age group Under 30 years old - men 1,198 1,047 Under 30 years old - women 225 188 30 - 50 years old – men 4,332 4,367 30 - 50 years old – women 797 812 Over 50 years old – men 1,048 1,154 Over 50 years old – women 205 236 Total 7,805 7,804 Total women 1,227 1,236 Total men 6,578 6,568 The percentage of people with disabilities among the 1% 1% undertaking’s employees [Non-Compulsory disclosure] The percentage of employees 1% 2% with disabilities – women [Non-Compulsory disclosure] The percentage of employees 1% 1% with disabilities - men FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 110 2.5.1.10.6. WORK-LIFE BALANCE S1-4, S1-15 challenges, including counselling services and At CANPACK, we understand the importance of wellness resources. We promote a healthy lifestyle maintaining a healthy work-life balance for our through various wellness programmes, such as employees. We are committed to creating an sportive challenges and mental health support. environment that supports both professional and All employees are entitled to family-related leave personal well-being. We offer flexible working hours through bargaining agreements or local law to help employees manage their work and personal requirements (as in the US). After one year of responsibilities more effectively. Depending on the service, employees in our Olyphant and Muncie role and responsibilities, we provide opportunities plants are entitled to leave under the Family and for remote work, allowing employees to work from Medical Leave Act (FMLA) as set forth in Federal home when needed. We offer programmes that and State guidelines. Table 2.5.5. specifies details provide support for personal and professional about this group of employees for 2023. Table 2.5.5. Employees covered by parental leave in US units in 2023. Indicator Muncie (US) Olyphant (US) Employees entitled to family-related leave 89% 84% The percentage of entitled employees that took family-related leave 20% 16% Male 76% 73% Female 24% 27% In many of our entities, we have locally adjusted subsidies, material and financial assistance, well-being programmes. For example, in our plants and support in emergency situations. These in Poland, where a large part of our workforce programmes enhance the well-being of our (34%) is based, we offer formal employee support, employees and their families, contributing including cultural, educational, and sports- to a positive and inclusive work environment. recreational activities, company trips, vacation SDG 3 TARGET: 3.4 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 111 2.5.1.11. HOW WE MANAGE S1-4 At CANPACK, we have dedicated teams or departments responsible for managing workforce impacts, such as HR, Health and Safety, and Data Security. Year by year, we allocate budget for training programmes, health and safety measures, employee benefits, and other initiatives aimed at improving working conditions. We regularly organise management reviews and monitor the implementation of agreed activities. This ensures that practices including procurement, sales, and data use do not cause or contribute to material negative impacts on our workforce. 2.5.1.12. TARGETS RELATED TO OUR WORKFORCE S1-5 CANPACK has established outcome-oriented targets aimed at reducing negative impacts, advancing positive impacts, and managing material risks and opportunities related to our workforce. These targets are aligned with our commitment to sustainability and responsible business practices described in the policies and help us measure our progress in creating a positive and sustainable work environment. The process of setting these targets involves direct engagement with our workforce and their representatives through the channels mentioned. This engagement helps us track our performance against the targets and identify areas for improvement. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED w FEEL RESPONSIBLE 112 Table 2.5.6. Targets related to our workforce Material topic Target Policy Recent update Working conditions To provide safe working conditions for our employees, visitors, and service providers. Integrated Management System Policy Working conditions To achieve uncompromised Health & Safety Performance. Working conditions As we strive to ensure a safe working environment for all our employees, we aim for TRiR below one from 2024 onwards for all our 2023 manufacturing facilities. Other work-related To ensure we live up to our rights global compliance standards Sustainability Policy we have zero tolerance towards discrimination, forced labour and employment of minors. Working conditions We are committed to supporting a diverse, inclusive, respectful working environment. Other work-related To maintain zero confirmed rights incidents or legal actions reported against human rights. Human rights Other work-related For 100% of employees to be Policy rights trained on the topic and to sign our Code of Conduct. Other work-related Maintaining a working rights environment that promotes 2021 dignity and respect for every employee, and ensuring that all employees are treated with Diversity and dignity and respect. Inclusion Policy Equal treatment and Maintaining an environment opportunities in which differences are recognised and valued. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED w FEEL RESPONSIBLE 113 Equal treatment and Ensuring that training and opportunities development is available to 100% of employees. Equal treatment and Advocating equal and fair opportunities treatment in the workplace, which CANPACK believes is good management practice and makes sound business sense. Other work-related Not tolerating any form rights of intimidation, bullying or harassment. Other work-related Encouraging employees rights who feel they have been Diversity and subject to discrimination Inclusion Policy 2021 or harassment to raise their concerns in confidence (if appropriate) via practices and procedures so that fairness is always maintained through CANPACK’s existing communication channels. Equal treatment and Regularly reviewing all opportunities our employment. Equal treatment and Ensure that from 2022 opportunities onwards, 100% of employees are aware of CANPACK’s Diversity & Inclusion Policy. In Table 2.5.6. we present the individual targets, specifying relevant material topics and policies where they are included. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 114 2.5.1.13. CHARACTERISTICS OF WORKFORCE S1-6, S1-7 The non-employee workers across various The table presents workforce data for the reporting locations include security, cleaning, canteen staff, years 2022 and 2023, detailing employee and apprentices, and forklift drivers, often supplied non-employee headcount and breakdowns by by agencies. The methodologies and assumptions gender. It categorises employees as permanent used to compile the data include numbers or temporary, highlighting slight fluctuations in reported at the end of the reporting period, numbers over the two years. using the headcount metric. Table 2.5.7. Workforce characteristics Indicator 2022 2023 The total number of employees by headcount, and breakdowns by gender 7,805 7,804 Women 1,227 1,236 Men 6,578 6,568 The total number of employees by headcount, and breakdowns by region 7,805 7,804 Africa 180 163 Asia 1,136 1,052 Europe 5,059 4,937 North America 541 863 South America 889 789 Number of permanent employees, and breakdown by gender 7,670 7,659 Women 1,185 1,186 Men 6,485 6,473 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 115 Number of temporary employees, and breakdown by gender 135 145 Women 42 50 Men 93 95 Total number of non-employees in CANPACK own workforce 381 371 2.5.2. AFFECTED COMMUNITIES 2.5.2.1. CANPACK AS A COMMUNITY MEMBER Most CANPACK plants are in industrial areas, away from large habitats. The company adheres to standards, utilising new technologies to minimise any potential negative impact. For new plants, CANPACK complies with local laws and engages communities through consultations and job creation. CANPACK’s materiality assessment identified positive impacts on affected communities, with no negative impacts. These positive impacts include contributions to local development and the economy, promoting respect for the rights of people, and engaging in local CSR activities and projects. CANPACK has also positively influenced the affected communities by generating employment opportunities. Additionally, by monitoring suppliers on sustainability, CANPACK can have an indirect positive impact on the communities surrounding its suppliers. The CSR strategy introduced in our Sustainability Policy guides its commitment to sustainable and ethical growth. We believe that by meeting the highest international standards for human rights and environmental protection and tailoring local projects we will keep future generations in good health and well-being. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 116 2.5.2.2. POLICIES RELATED TO AFFECTED COMMUNITIES S3-1 At CANPACK, we recognise our responsibility as a member of the local communities in which we operate. CANPACK upholds human rights across its operations and supply chains through our Code of Conduct, Supplier Code of Conduct, Human Rights Policy, Sustainability Policy, and Sustainable Procurement Policy. Ethical standards and transparency are reinforced by the Whistleblower Policy, ensuring swift action on community concerns. Our affected communities’ related policies are in compliance with UN human rights principles, ILO labour standards, and OECD guidelines. 2.5.2.3. BUILDING ENGAGEMENT S3-2 CANPACK communicates its commitments through training, reports, social media, and local newspapers to ensure transparency. We regularly meet local charity organisations’ representatives across our plants, gaining insight into their needs and perspectives. Through this engagement and ongoing communication, including local consultations and stakeholder surveys, the company aims to understand local communities’ feedback and integrate their views into decision-making. Our CSR Head and local CSR Champions facilitate dialogue and oversee engagement efforts, integrating feedback into locally tailored CSR strategies. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 117 2.5.2.4. NEGATIVE IMPACTS REMEDIATION AND CHANNELS TO RAISE CONCERNS S3-3 CANPACK provides multiple channels for communities to raise concerns, including the confidential Speak-Up helpline for reporting issues, including unethical conduct described in our Code of Conduct, which is publicly available on our website. Grievance mechanisms such as consultations, meetings, and feedback processes ensure concerns are documented and addressed. Violations can be reported anonymously via report@lighthouse-services.com or www.lighthouse-services.com/canpack. Regular audits track and address reported issues. 2.5.2.5. TARGETS RELATED TO AFFECTED COMMUNITIES S3-5 CANPACK integrates community-related targets into its policies, reinforcing our human rights and community support commitment. At CANPACK, we are committed to helping people in our local communities who are in need through our CSR activities, focusing on supporting environmental, educational, health and cultural initiatives. Targets and actions related to affected communities related to our supplier surroundings are covered in subchapter 3.3: “Responsible Sourcing”. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 118 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 119 2.5.2.6.1. MESSAGE FROM MAŁGORZATA PODRECKA S3-4 MAŁGORZATA PODRECKA VICE PRESIDENT, GROUP LEGAL AND PR OFFICER AT CANPACK, CSR IS MORE THAN Their efforts, alongside the invaluable JUST A COMMITMENT – IT IS AN contributions of our local partners and the INTEGRAL PART OF WHO WE ARE. CANPACK Foundation, make a tangible difference in the lives of thousands of people worldwide. As a global company, we understand that our success is deeply connected to the well-being This section of our Sustainability Report of the communities in which we operate. This showcases just a fraction of the incredible work belief drives us to go beyond business, making happening across our locations. It is a testament meaningful contributions that create lasting, to the power of collaboration, the strength of positive change. community, and the belief that every small action contributes to a bigger change. I am delighted to I am incredibly proud of the diverse share these initiatives with you, and at the same and wonderful projects our teams have time, I hope they inspire further engagement, undertaken across the CANPACK Group. innovation, and commitment to building a more From improving access to healthcare and sustainable future for all. education to championing environmental sustainability, promoting sport, and preserving Together, we are making a difference – one cultural heritage, our employees continue to project, one partnership, and one community demonstrate remarkable dedication, empathy, at a time. and ingenuity. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 120 2.5.2.6.2. OUR CSR STRATEGY HEALTH At CANPACK, we strive to be a responsible and engaged neighbour to the communities in which EDUCATION we operate. Our goal is to contribute positively to their sustainable development and long-term growth. Our commitment is structured around five SPORT key pillars – initiatives that drive the well-being and development of our communities. ENVIRONMENT Every CANPACK location has a dedicated CULTURE CSR Leader and team, ensuring meaningful engagement with local communities and spearheading impactful CSR initiatives. We take great pride in the achievements of the CANPACK Foundation, through which we support local communities via donations, sponsorships, grants, and volunteer programmes. At CANPACK, our commitment to corporate social responsibility is reflected in the numbers, but even more so in the lives we touch and the communities we uplift. Table 2.5.8 Key CSR metrics Indicator 2022 2023 Number of Volunteers 700+ 1,300+ Number of Projects 160+ 190+ Comment: Approximate numbers based on teams’ statistics; project – micro, small and bigger projects both external and internal ones. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 121 OUR CSR FOCUS AREAS ENVIRONMENT SPORT FIVE FOCUS AREAS HEALTH EDUCATION CULTURE 1,300+ 190+ VOLUNTEERS PROJECTS IN 2023 IN 2023 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 122 2.5.2.6.3. SNAPSHOT OF CSR ACTIVITIES EDUCATION INITIATIVES to study at Jagiellonian University, which is one Education has always been a key focus area of the oldest in Europe. And, in Romania, we for CANPACK’s CSR efforts. In 2022, the were happy to sponsor six scholarships for the company supported the Academy of the Future students of the Faculty of Electrical Engineering programme, which helped children grow their at the Polytechnic University of Bucharest. In confidence through tutoring and mentorship. Aurangabad, India, the Ashish Project helped In Finland, CANPACK helped transform an students enhance their skills through short- abandoned gas station into the Asenne Ry term training courses in mechanical areas youth centre, providing a safe and supportive and nursing, empowering them to navigate environment for more than 100 teenagers. their careers confidently. In a Thekarka village, In 2023, CANPACK continued to prioritise close to our plant, we improved the indoor and education with several impactful initiatives.In outdoor facilities of a local school for almost 250 Casablanca, Morocco, the company partnered children, providing improved access to drinking with the Bab Rayan organisation to support water. In Tocancipá, Colombia, CANPACK underprivileged children through an orphanage volunteers decorated classrooms and school. In Kraków, Poland, the CANPACK for preschoolers of the Inmensamente Scholarship Programme continued to provide organisation, creating a vibrant and engaging five Ukrainian law students with opportunities learning environment. SDG 4 TARGET: 4.2 TARGET: 4.3 TARGET: 4.4 TARGET: 4.A FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 123 HEALTH INITIATIVES In 2023, CANPACK continued its commitment to health and well-being with the inauguration of the Sanjeevani Project in Aurangabad, India. This healthcare initiative covers approximately 70 villages with nearly 100,000 inhabitants, focusing on providing vital primary healthcare, reducing nutritional anaemia, and improving other healthcare indicators, with a special emphasis on maternal and child health. In Scunthorpe, UK, CANPACK launched a charity partnership with the British Heart Foundation (BHF) on Valentine’s Day, aiming to raise funds for cardiovascular research and support people affected by heart and circulatory diseases. In France, our colleagues organised a fundraising event alongside a local Motorcycle Club in the town of Vernon to support Breast Cancer research. Thanks to our generous help, four local organisations in Brazil who take care of single mums and vulnerable children have guaranteed nutritious food baskets to more than 400 families every month. Additionally, CANPACK volunteers in Muncie, USA, participated in the annual Thanksgiving Food Drive, collecting canned food and boxed goods for local people in need. SDG 2 SDG 3 TARGET: 2.1 TARGET: 3.D FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 124 100TH SPORT INITIATIVES CANPACK’s commitment to promoting health and well-being extends to its support for HISTORIC KOSICE sports initiatives. In 2022, the company MARATHON continued its long-term support for the Wisła CANPACK Academy in Kraków, Poland, helping over 300 young women develop their basketball skills and overall health. In 2023, CANPACK organised the third 10 edition of the Kilometres From The Heart initiative, where 500 employees collectively covered 119,264.91 kilometres through CHILDREN various activities to support the therapy and rehabilitation of 10 children. In Košice, 500 employees collectively Slovakia, CANPACK teams participated in the covered 119,264.91 kilometres historic 100th Kosice Marathon, showcasing through various activities impressive improvements and ranking among the top teams. In Ukraine, we donated funds to support the therapy and to the Yavoriv Children’s and Youth Sports rehabilitation of 10 children. School for the organisation of a series of contests and competitions. SDG 3 TARGET: 3.D FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 125 ENVIRONMENTAL INITIATIVES Environmental sustainability is a core component of CANPACK’s CSR strategy. In 2022, the company supported several educational workshops on sustainable packaging, promoting awareness and best practices in environmental stewardship. In 2023, CANPACK continued its environmental efforts with several impactful projects. In India, we completed the water conservation project for three villages in the Maharashtra state to enhance water harvesting capacity and increase the conservation of rainwater, which resulted in increased crop fertility. Alongside this, we conducted a series of training sessions for the inhabitants. In Dubai, UAE, the company supported the Clean-up UAE initiative, bringing together businesses, governments, academia, and society to work towards a greener and more sustainable future. In Olyphant, USA, CANPACK team members visited local elementary schools to celebrate Earth Day, educating children about recycling and environmental stewardship. In Stříbro, Czechia, CANPACK engaged in teaching children how to recycle cans correctly, resulting in the collection of 1.7 tons of recycled cans and the creation of a workout playground for children. SDG 6 TARGET: 6.2 TARGET: 6.4 TARGET: 6.A TARGET: 6.B FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 126 CULTURAL INITIATIVES military operation in the European-North Africa CANPACK’s commitment to cultural preservation theatre during World War II. In Brzesko, Poland, and promotion is evident in its support for CANPACK organised an annual autumn picnic various cultural initiatives. In 2022, the company for residents of a neighbouring care home for supported the Puppet Theatre Days and Games individuals with intellectual disabilities, providing for Families Festival in Košice, Slovakia, a day of singing, dancing, and horse riding. enriching the cultural fabric of the community. The company also supported the VIA LUX Care Centre in Košice, Slovakia, providing essential In 2023, CANPACK continued its cultural efforts services to 250 individuals with disabilities. with several notable projects. In Modřice, Additionally, in the Netherlands we participated Czechia, the company sponsored the annual in the renovation of three playgrounds, folk festival, bringing together folklore singing undertaken by the local organisation “Stichting and dancing groups from across Europe. In Samenspel Montfort”, whose aim is to develop Casablanca, Morocco, CANPACK contributed and maintain the outdoor play and meeting to the Operation Torch Mural, commemorating areas for the young and old in the small town the 80th anniversary of the first major US of Montfort. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMFEAENLC RE EISNPDOICNASTIOBRLSE 127 CSR goes beyond philanthropy; it is a sustained commitment that shapes a company’s culture, unites our employees, and creates a strong sense of belonging. At CANPACK, we take immense pride in the positive impact we collectively create. CSR is not just about numbers – it’s about the human stories that emerge from our collaboration with local partners.” Magdalena Pająk Head of CSR FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 128 2.5.2.5.4. KEY PROJECTS CSR DAY & TIME TO VOLUNTEER A SENSE OF PLACE: FEEL PROUD PROGRAMME OF YOUR LOCAL HERITAGE In 2023, we launched CSR Day, an event A Sense of Place: Feel Proud of Your Local Heritage highlighting local initiatives, amplifying the voices is a unique guide, created by CANPACK employees, of our volunteers, and facilitating discussions on for CANPACK employees. This remarkable book key topics such as profit versus purpose. takes readers on a journey across all CANPACK Additionally, our annual Time to Volunteer grant locations, transforming unfamiliar places into programme in Poland encouraged employees to familiar ones and revealing new perspectives carry out social projects in collaboration with local on well-known sites. not-for-profit organisations, creating a culture of volunteerism and community service. In 2023, our Featuring over 70 stories written in 14 languages, volunteers conducted 30 diverse projects ranging the book spans 16 countries and 27 locations, from refurbishing school gardens and classrooms, offering a vivid exploration of local heritage. giving folk dance classes to a group of seniors and Readers will meet the director who set off from making fruit and vegetable preserves to conducting Blaszanka in Brzesko to explore the world, taste chemistry and creativity workshops for kids from the famous gingerbread of Helmond, celebrate underprivileged backgrounds. In 2024, we will be the June fiesta in Maracanaú, and experience extending the programme to all locations across the warmth of a traditional majlis in Dubai. They the CANPACK Group. will uncover the history of old mines in Olyphant and Stříbro, hear the echoes of the Pope’s words FEEL HOPE in Kraków, and listen to the bell of St. John in Košice. The journey continues with the bridge at Across many CANPACK sites, the holiday season Scunthorpe, the aroma of freshly ground coffee is a time of giving, and CANPACK employees in Tocancipá, and the sporting spirit of Casablanca contributed to various initiatives, including and Hämeenlinna. charity fairs, meal preparation for the homeless, personalised gifts for care home residents, and Through these stories, deeply rooted in local fundraising efforts to support NGOs. In 2023, traditions and culture, this book celebrates the grants were awarded to 18 local charities to help rich diversity of CANPACK’s locations and the make their dreams come true. At CANPACK, we are people who make them truly special. committed to making a meaningful impact on our communities. Through our ongoing CSR efforts, we will continue to advance a sustainable, inclusive, and thriving society. SDG 10 TARGET: 10.2 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMFEAENLC RE EISNPDOICNASTIOBRLSE 129 CANPACK COMMUNITY VOICES Our volunteers play an essential role in creating positive change in their local communities. Here are some of their reflections: You may wonder why you should volunteer. It may seem like a small For me, the answer is simple – it’s about step, but I believe that partnering with our community to ensure each of these steps they have what they need and knowing they helps build a better can rely on us. It’s not just about financial world. It might sound support; it’s about giving our time and idealistic, but I truly resources as individuals.” believe in it.” Charla, USA Nadiia, Poland Volunteering has shown I see volunteering as a way to fulfil my me time and again that civic duty and put solidarity into practice. true joy can come from the It has taught me to be more caring, listen simplest things – words of more, and understand different realities.” encouragement, a hug, or Jorge, Brazil a warm meal.” Bogdan, Romania Information about our community work can be found in our Community Brochure and social media. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 130 2.5.3. END USERS 2.5.3.1. END USERS RELATED APPROACH S4-1, S4-2, S4-3, S4-4, S4-5 As we do not sell packaging directly to consumers, In addition, we follow the results of quantitative we do not have policies that are dedicated to this and qualitative studies, such as the Customer stakeholder group. However, we understand our Satisfaction Survey conducted in 2023. Our Group impact and role through providing high-quality, safe Commercial Officer supported by clients’ Key and sustainable packaging that ultimately ends Accountants Managers is responsible for ensuring its value cycle in the hands of consumers around this information has an impact on decision- the world, regardless of human differences and making processes, by addressing these needs and locations. In this regard, CANPACK is committed ultimately responding to the needs of consumers. to complying with all global laws and regulations, ensuring the health and safety of our products, and In line with our corporate value of ‘Integrity’, reducing their impact on the environment. we inform our customers about packaging specifications, the varnishes used or other product Thanks to regular cooperation with our customers, features such as recycled content, weight, and which provides us with the most up-to-date carbon footprint. At least once a year, a statement knowledge of consumers’ expectations, we can informs 100% of our customers on the safety and respond to them in an ongoing manner. quality standards of our packaging. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 131 2.5.3.2. PRODUCT QUALITY AND PRODUCT SAFETY Product quality and safety issues are governed the end user. We register any quality complaints by our Integrated Management System Policy, in in our internal system and investigate in ‘the root which we commit to achieving uncompromising cause’ manner. Our customers’ concerns or needs product quality and safety. This document applies can be raised through the relevant Key Accountant to all establishments of the CANPACK Group or other contact person, and the contact form without exceptions and relates to our approach available on our website. Anyone may contact to the production of all CANPACK packaging. CANPACK’s external “Speak-up” facility, as described in our Code of Conduct. We realise these objectives through implementing standards that ensure the safe use and consumption of our packaging (e.g. BRC/ WE ONLY USE PERMITTED AND FSSC22000/ISO 22000 standard) in 100% of our production sites. What’s more, we only use PROVEN SUBSTANCES AND permitted and proven substances and materials MATERIALS THAT COMPLY WITH that comply with all applicable legislative ALL APPLICABLE LEGISLATIVE and regulatory obligations. To ensure reliable AND REGULATORY OBLIGATIONS. management of product quality and product safety, we set appropriate targets and regularly review and continuously improve our management systems. A complementary element of our approach is promoting a safety and quality culture at our sites to meet our “zero defects” target. We aim to minimise any inefficiency in quality control which can lead to selling products endangering our end users. In addition to conducting regular external audits as part of the quality standards certification process, at many of our plants our internal audit team also carry out regular inspections. As a result of our efforts, we are proud to report zero product recalls in the market between 2021 and 2023 for the entire CANPACK Group. Our Health, Safety & Quality Officer is accountable for the implementation of the policy. The document is publicly available on the CANPACK website for anyone interested. At CANPACK, we have a Customer Complaints Procedure that regulates how we deal with any defect which might have a negative impact on FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 132 2.5.3.3. RECYCLING CULTURE WE UNDERSTAND HOW IMPORTANT IT IS THAT Our support is not only limited to co-financing this project, but we proactively participate in OUR PACKAGING GETS the promotion, for example through employee RECYCLED, SO TOGETHER volunteering or providing additional temporary WITH THE INDUSTRY WE HAVE infrastructure such as segregation bins. In addition, SUPPORTED THE GLOBAL we create joint educational initiatives during the INITIATIVES IMPLEMENTED biggest cultural events with our customers and the Every Can Counts programme to raise the BY THE EVERY CAN COUNTS awareness of even more end users. PROGRAMME, WHICH AIMS TO PROMOTE RECYCLING AND THE We believe that greater environmental awareness ENVIRONMENTAL BENEFITS. is one of the factors that contributes to increasing local recycling rates, which is a key industry indicator. It is important to us because it enhances The responsibility for creating environmental the local availability of post-consumer scrap and and recycling awareness among end users is a its purity for recycling input, thereby reducing commitment described in the CANPACK Group the consumption of energy, raw materials, and Sustainability Policy. Within the pillar RECYCLE, the associated carbon dioxide emissions. Given we have committed to continuing to improve the risks associated with increasingly stringent recycling rates through, inter alia, supporting packaging regulations, especially in Europe, the educational programmes that target packaging higher the recycling rate, the more competitive end users. This policy covers the entire CANPACK our packaging will be in the long term. business worldwide and CANPACK’s Global Sustainability Director, supported by the global As mentioned, we join with other industry Sustainability Team, is responsible for its players (our competitors, aluminium sheet effective implementation. suppliers and aluminium producers) to raise our voice through membership of several industry We understand how important it is that our organisations, influencing the government to packaging gets recycled, so together with the ensure that the regulations concerning circular industry we have, for years, supported the global economy, packaging, and packaging waste and initiatives implemented by the Every Can Counts collection systems, such as DRS, are implemented programme, which aims to promote recycling and fairly and efficiently. These topics are not only environmental benefits, especially out-of-home environmentally relevant but directly impact the where recycling can often be more difficult due to end user. More on the RECYCLE pillar approach limited infrastructure. This project directly reaches can be found in section 2.4.4.: “Produce End of the end users of beverage cans who may need the Life” and the trade organisations with which knowledge and motivation to segregate recyclable we are active are described in section 4.4.1.: materials appropriately. “Industry Voice”. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 133 2.5.3.4. QUALITY OF ENVIRONMENTAL CLAIMS We make every effort to ensure high-quality for packaging and aluminium which reach the end communication of the data is shared with user, we also work together to ensure that these downstream stakeholders. For this purpose, claims have sound evidence and are expressed the data (including data in reports) is subject clearly. This is the approach we are taking globally to external audits. We make sure that external in response to local regulations on consumer and internal communication is free from unclear, protection laws in the US, the UK, and the questionable, or misleading statements. As an upcoming Green Claims Directive in the industry we use the same environmental claims European Union. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 134 2.6. INTERVIEW WITH CAMILIO PEREZ BUSTOS FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 135 CAMILO PEREZ BUSTOS GENERAL MANAGER OF TOCANCIPÁ PLANT As sustainability-related issues continue to gain HOW HAVE YOU ENGAGED YOUR prominence on the global agenda, Camilo Perez TEAM SO THAT THEY EMBRACE Bustos, the General Manager of our plant in Tocancipá, Colombia shares his perspective on SUSTAINABILITY? what sustainability means to him and his team, Here in Colombia, we established a shedding light on their initiatives, challenges, comprehensive approach centred on key and commitment to driving meaningful change strategic pillars. Historically, our strategy at in their operations and community. CANPACK Colombia focused on three main pillars: operational excellence, creating a unique WHY DOES SUSTAINABILITY culture, and business growth. This year, however, MATTER TO YOU? we introduced a fourth pillar: creating a legacy, particularly aimed at making CANPACK Colombia I truly believe that sustainability should not just a driving force in the transformation of recycling be a talking point; it should be at the centre of practices within the country. what we do. It is not just an optional addition; it helps ensure that a business remains relevant This new pillar requires every department to and fit for the future. When I refer to ‘the future’, set specific sustainability goals, ensuring that I’m not talking about 2040; I mean the next five sustainability is integrated into every part of to ten years. our operations. Whether in administrative roles, the warehouse, or frontline teams, everyone is Prioritising sustainability also enhances our aligned with this mission and committed competitiveness, enabling us to create more to contributing to this legacy. business opportunities, improving efficiency and profitability. The art of maintaining this We reinforce sustainability through our awareness is what defines true sustainability. weekly leadership meetings, where we discuss This is why I am deeply committed to sustainable progress, brainstorm new ideas, and nurture practices – it’s fundamental to how we operate a collective consciousness about the importance in Colombia. There is a clear connection of sustainability. These meetings create a between maintaining a sustainable mindset sense of shared responsibility and encourage and achieving long-term success. collaboration to achieve our goals. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 136 Our legacy pillar is not limited to large-scale of our broader effort to make CANPACK projects but extends to everyday practices that Colombia a model of energy-efficient operations. enhance sustainability. By embedding these These three projects highlight our dedication to goals across all functions in Colombia and sustainability and continuous improvement. tracking them collectively, we ensure that our commitment to sustainability becomes a continuous, organisation-wide effort. This HOW DO YOU MEASURE AND approach has engaged every team member, COMMUNICATE SUSTAINABILITY creating a culture where sustainability is both a PERFORMANCE? shared vision and a practical day-to-day pursuit. We have in place a very structured approach to WHAT SUSTAINABILITY-RELATED reviewing our sustainability targets. Every week, our leadership team meets to assess these PROJECTS ARE YOU MOST PROUD OF? targets alongside our other operational plans. We’re currently focused on three major projects We then do a broader review quarterly with the at our plant. The first is called Project WALL-E, Sustainability Office, and twice a year, we have named after the Pixar movie. The goal is to a formal business review led by Marius (Croitoru) establish the UBC (Used Beverage Can) initiative to assess our overall progress. here in Colombia, ensuring that every can is recycled and turned back into aluminium for During our weekly meetings, we go over each new cans. We’re collaborating closely with key target, tracking where we stand and making customers and suppliers to make this a reality. adjustments as needed to stay on course. Our vision is to produce cans made entirely This frequent review means we’re constantly from used beverage cans, which can then measuring and discussing performance, and be processed back into aluminium coil and as the saying goes, ‘What gets measured, gets subsequently into new cans. managed.’ By making sustainability a regular topic, we ensure we’re always making progress. The second project is something we’re especially Across the plant, we have dedicated teams proud of – we’ve achieved certification as a zero- responsible for monitoring and reporting on waste company in Colombia. This achievement key sustainability areas like thermal energy, didn’t come from external directives; it was electricity, water consumption, and waste driven by our own commitment to reducing generation. We use automated systems to waste. And it’s not just about minimising waste track utility usage, with managers in charge generation; our zero-waste programme goes of monitoring and optimising each aspect. For deeper, focusing on sustainable and efficient instance, we have specific metrics for each waste management practices. compressor, thermal unit, and other equipment, so we know exactly where we stand on energy The third sustainability project we’re working consumption and can control it more effectively. on revolves around optimising our use of The same goes for waste and recycling – another electricity, thermal energy, and water. When manager oversees this area, gathering data we first entered the market about six years ago, manually for now. Each week, we compile this we saw opportunities to enhance the design information, which allows us to fine-tune our of our facility to use these resources more targets as we go. efficiently. Now, we’re working on initiatives to reuse various energy sources to reduce our total energy consumption significantly. This is part FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL RESPONSIBLE 137 HOW AT CANPACK CAN WE FURTHER based in a nearby town called Gachancipá, IMPROVE OUR SUSTAINABILITY has created an early childhood centre, providing CREDENTIALS? children with a nurturing environment that encourages their growth and development. The best way for us, or any business, to further This age range is critical because it’s when improve its sustainability credentials is to 85% of neural connections are formed. By continuously focus on how we get better at ensuring these kids have good nutrition, safe sharing and implementing best practices. spaces, and stimulating activities, we’re giving Sharing best practices doesn’t just improve them the tools to be more competitive and processes; it drives engagement and enthusiasm capable as they grow. among teams. When people see that their efforts are recognised and can make Our commitment goes beyond financial support. a difference across the company, it boosts Our team is actively involved in volunteer work morale and a shared sense of purpose. Plus, – painting, building, teaching classes, and it pushes us to remain self-aware, constantly engaging with the children. Currently, the asking, ‘What can we do better? What can centre serves 150 children, and over the we share to inspire others?’. last few years, 500 kids have benefited from the programme. This year, we’re proud to have HOW IMPORTANT DO YOU THINK IT sponsored a new playground for the centre. IS FOR CANPACK TO PLAY A ROLE Looking ahead, we aim to help expand this model to more kindergartens in the region, IN THE LOCAL COMMUNITY? replicating the success and impact we’ve It’s very important! One of the things seen so far. I’m particularly proud of at CANPACK Colombia is how deeply we’re involved Finally, we’re involved in regional environmental in community initiatives. projects. We collaborate with other companies and foundations to participate in initiatives Just one example is the work we’ve done over that protect our local ecosystem, such as the last three or four years with a foundation planting trees and engaging in regional called ‘InmensaMente’, which works with environmental programmes. children aged zero to five. This foundation, FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 138 FEEL ENGAGED EENGA ENGAG G GE N AGED EDD 3.1. MATERIALITY MATRIX 139 3.2. STAKEHOLDERS’ ENGAGEMENT 148 3.3. RESPONSIBLE SOURCING 153 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 139 3.1. MATERIALITY MATRIX FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 140 3.1.1. INTRODUCTION In 2024, CANPACK conducted its first Double The DMA process evaluates sustainability Materiality Assessment (DMA) to align with the topics through two key dimensions: requirements of the Corporate Sustainability Reporting Directive (CSRD), which will apply to our reporting from 2028. IMPACT MATERIALITY Topics that significantly affect the economy, environment, and people as a result of CANPACK’s business activities and value chain. FINANCIAL MATERIALITY Topics that have a meaningful impact on our business performance, operational results, and financial position. These dimensions are used to identify the sustainability issues material to CANPACK under the CSRD reporting requirements, as outlined by the European Sustainability Reporting Standards (ESRS). This assessment replaces the single materiality analysis conducted in 2022. However, since the ESRS standards have yet to define sector-specific disclosure requirements, the insights from the 2022 analysis serve as a valuable complement to this year’s findings. To ensure rigour and due diligence, we engaged an external expert to support the DMA process. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 141 3.1.2. DOUBLE MATERIALITY ASSESSMENT 1 3 2 PREPARATION FOR DMA VALUE CHAIN MAPPING methodology. The financial impact severity ranges AND LIST OF PRELIMINARY were developed based on CANPACK’s Enterprise MATERIAL TOPICS Risk Management Procedure and company documents. A financial risk or opportunity was Through desk research, value chain mapping, identified as material if the aggregated score an internal survey with CANPACK’s Sustainability was significant or critical (≥3 on a scale of 0-5). Champions (featuring one Champion from each plant from each division – Beverage Cans and IMPACTS, RISKS, AND OPPORTUNITIES Ends, Glass, FIP and Metals Closures), and the results of CANPACK’s annual risk assessment (IROS) ASSESSMENT TOOL AND cycle, we determined a preliminary list of 24 METHODOLOGY material topics. The IRO list was prepared based on desk research, including insights from internal WORKING GROUPS documents and local surveys. All impacts, We have also identified and assigned 35 risks, and opportunities were listed in a employees with the most representative spreadsheet created by an external expert knowledge to one of four working groups (IRO assessment tool) to calculate a materiality corresponding to the specific topics of the assessment and produce instant results. standard: Environment, Social1&2, Social3&4, The same tool was used to analyse the and Governance. These employees represented importance of CANPACK’s stakeholders. the local and global perspective across the nine markets and five regions (Europe, the IMPACT MATERIALITY Middle East, South America, India, and the The impact severity and its parameters’ ranges United States), in which we operate. To ensure were developed based on EFRAG guidelines proper understanding of the exercise, external (ESRG1). As we are aware of the impacts arising consultants trained the working groups. from the purchase of materials (upstream operations) and the end use of our packaging FINANCIAL MATERIALITY (downstream operations), we incorporated To assess financial materiality, we adopted an these into the qualitative assessment from the approach based on ESRS standards, European working groups.A negative or positive impact was Financial Reporting Advisory Group (EFRAG) identified as material if the aggregated score was guidelines and CANPACK’s risk assessment significant, key or critical (≥8 on a scale of 0 –15). FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 142 1 3 2 DMA EXECUTION AND STAKEHOLDERS MAPPING The Sustainability Team conducted in-depth A materiality matrix was prepared based on the interviews of up to four hours with each working aggregated results of the impact materiality and group. From these discussions, we identified, financial materiality analysis. Our material topics assessed and monitored 86 potential and actual reflect the categorisation proposed in the general impacts (both negative and positive), risks, and standard: ESRS 1. General requirements. opportunities for people and the environment. Annex A. AR 16 (table of disclosure standards, As a result, we shortened the list of 26 potentially themes, and sub-themes). material topics to 18 material ones. Chart 3.1.1 Double materiality matrix • Other work-related rights 15 • Working conditions • Equal treatment and opportunities • Personal safety of • Climate 14 consumers and/or change • Corruption and bribery end-users mitigation • Resource usage • Water • Energy • Pollution 13 • Corporate culture • Circular economy • Value chain: Working 12 condition • Communities’ economic, • Information-related social and cultural rights 11 impacts for consumers • Value chain: Equal and/or end-users 10 treatment and opportunities 09 • Communities’ civil and political rights 08 • Value chain: Other 07 work-related rights 06 05 Proposed topics for non-inclusion in the final 04 list due to earning less than 3 points in financial 03 materiality or 8 points in impact materiality. 02 01 • Climate change 0 adaptation 0 1 2 3 4 Financial materiality FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED Impact materiality w FEEL ENGAGED 143 Table 3.1.1. List of material topics and subtopics Topic Subtopic Environment E1, Climate change Energy Climate change mitigation E2, Pollution Pollution E3, Water and marine resources Water E5, Resource use and circular Resource usage economy Circular economy Social S1, Own workforce Working conditions Equal treatment and opportunities Other work-related rights S2, Workers in value chain Value chain: Working conditions Value chain: Equal treatment and opportunities Value chain: Other work-related rights S3, Affected communities Communities’ economic, social and culture rights Communities’ civil and political S4, Consumers and end-users Information-related impacts of consumers and/or end users Personal safety of consumers and/or end users Governance G1, Business conduct Corruption and bribery Corporate culture FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 144 We conducted the stakeholder mapping process using the integrated survey based on the IRO tool. The matrix below shows the importance of the affected stakeholders in a sustainability context. Its results are based on the questionnaire sent to CANPACK employees. Chart 3.1.2 Stakeholder map 4.0 Affected stakeholders matrix 3.8 3.5 Employees Customers 3.3 3.0 2.8 Subcontractors and suppliers 2.5 Local communities 2.3 End users Utilities 2.0 Workers in value chain 1.8 1.5 1.50 1.75 2.00 2.25 2.50 2.75 3.00 3.25 3.50 3.75 4.00 Power FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED Level of interest FEEL ENGAGED 145 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 146 1 3 2 RESULTS VALIDATION WITH STAKEHOLDERS In August 2024, CANPACK conducted a survey to validate ESRS topics with stakeholders, aiming to identify the most important sustainability topics from their perspective. The survey received 39 responses, which were classified into the following groups: • Subcontractors and suppliers • Representatives of NGOs – representing local communities and end users • Members of trade associations • Employees • Customers The survey included both qualitative and quantitative questions. Stakeholders evaluated each topic’s significance on a scale of 1 to 4, with opportunities provided to give justifications for their responses. The questions were systematically divided into sections aligned with the ESRS material topics and subtopics across all ESG pillars. To provide a comprehensive understanding of the needs and expectations of key stakeholders, these responses were compared to CANPACK’s However, we strive to ensure that the process DMA results. of identifying, assessing and managing IROs is fully covered by the risk management The outcomes of interviews and risk assessments process and integrated into the company’s contributed to the double materiality assessment overall management. matrix, while the survey results were used to validate the findings. The CANPACK sustainability To achieve this, we aim to establish cross- committee, including members of the CANPACK functional teams to implement the requirements leadership team, provided final approval of of the CSRD throughout the organisation the IROs. and support internal governance, measures around controls, data availability, and system As this was the first DMA conducted by CANPACK, changes. Additionally, we’re working to launch we implemented elements of CANPACK’s general comprehensive ESG software that would support risk management approach wherever possible. the entire process. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 147 3.1.3. TOPICS CONCLUDED AS NON-MATERIAL CANPACK ACKNOWLEDGES THE IMPORTANCE OF BIODIVERSITY AND IS COMMITTED TO INTEGRATING IT INTO OUR STRATEGY AND BUSINESS MODEL. BIODIVERSITY AND ECOSYSTEMS Although classified as non-material after the 2024 DMA, we understand that our actions may affect biodiversity and ecosystems in complex ways. For this reason, we conducted our first biodiversity assessment across our locations in Poland. Our greatest impact is noticeable through the prism of greenhouse gas (GHG) emissions and the consumption of raw materials. However, these are indirect and hard to measure. Moving forward, CANPACK plans to expand this assessment to all locations and implement related policies and initiatives. The company acknowledges the importance of biodiversity and is committed to integrating it into our strategy and business model. CANPACK aims to align its efforts with global and European frameworks, such as the Global Biodiversity Framework and the European Green Deal. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 148 3.2. STAKEHOLDERS’ ENGAGEMENT FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 149 3.2.1. STAKEHOLDER MAPPING PROCESS TO MONITOR, INFLUENCE AND • NGOs FURTHER IMPROVE RELATIONS • Customers (strategic and non-strategic clients) WITH KEY STAKEHOLDERS, • Employees (current employees and potential IN AUGUST 2024 THE employees) SUSTAINABILITY OFFICE CARRIED • Suppliers (suppliers of production materials OUT A STAKEHOLDER MAPPING – aluminium, steel, varnishes, and glass raw AND ENGAGING PROCESS. materials, as well as logistics suppliers) • Utilities Many internal stakeholders with broad • End users perspectives and experience from various • Workers in the value chain CANPACK divisions, plants, and departments were involved in the substantive development • Local communities of the report by participating in a survey that • Academic institutions allowed us to identify material topics and map our stakeholders. From the mapped stakeholders, we selected a representative group (suppliers, customers, The mapping process was conducted using the NGOs, trade associations and employees), who integrated survey based on the IRO tool, including took part in a survey to validate the results of affected stakeholders and users of CANPACK’s the double materiality assessment. In 37 of sustainability statements. Some of these the responses, the results confirmed topics stakeholders appear in both groups: we have attributed as material, deepening and refreshing our understanding of our • Shareholders stakeholders’ perspectives. • Supervisory Board • Investors and potential investors In relation to the previous analysis carried out in 2021, we have shown no change in interests and • Financial institutions (banks and analysts) views and have therefore not revised the strategy. • Auditors We are open to the views of our stakeholders and are ready to take them into account in our • Trade associations (packaging/general development trajectory. business organisations) FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 150 THROUGH CANPACK is committed to maintaining continuous dialogue with its stakeholders and actively monitors their evolving COLLABORATION needs. While direct engagement with all stakeholders was not undertaken WE’LL ACHIEVE specifically for the preparation of this report, stakeholder collaboration remains a fundamental practice for CANPACK. CHANGE Recognising the importance of stakeholder engagement as a key driver of operational efficiency, CANPACK continues to refine and formalise its approach to ensure it is both ONLY BY WORKING TOGETHER structured and effectively managed. CAN WE TACKLE THE CHALLENGES FACING THE By formally identifying our key stakeholders in 2018, we have been able to develop a ENVIRONMENT, ECONOMIES, more sustainable, structured and holistic AND SOCIETY. approach to the issues of sustainability, and importantly, we have been better able to create a gap analysis of where we are and what we need to do. It is only through dialogue, and open and honest two-way communication, that we will be able to achieve our vision. This is why we continuously repeat the research, as in 2022 (Global Reporting Initiative (GRI) Standard) and in 2024, including the newest recommendations of the CSRD. Only by working together can we tackle the challenges facing the environment, economies, and society. This long-term commitment to collaborative working helped us improve our sustainability goals and enabled us to share and learn best practices – the crucial element to making it possible. Through improved formal communication with internal and external stakeholders concerning sustainability, we gained the opportunity to exchange experiences, face challenges together and adopt common positions on joint initiatives. In the case of customers, collaboration has also given us the space to discuss trends and innovation within the packaging industry. We are convinced that cooperation is key to both our sustainability success and the betterment of the entire industry, which is a purpose in itself. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 151 3.2.2. HOW WE COOPERATE EXECUTIVE COMMITTEE planned and promoted events once a quarter. Taking responsibility for our actions and the After such meetings, a survey is conducted to legacy we leave behind is the responsibility of obtain feedback. Offering information exchange, all CANPACK employees. For this reason, we this space complements quarterly HR4Business are very proud that our Executive Committee is meetings, which cross the HR Team and determined to lead by example, and has made CANPACK Leadership, where we indicate the sustainability an integral part of our business needs and important qualitative information strategy, which in turn dictates how we do from our employees’ point of view. As we aim to business. Aware of the current environmental include them in future decision-making processes challenges, our Executive Committee has set concerning employees in the organisation, they ambitious sustainability-related goals and shared are properly addressed to improve the approach them with the entire company. In addition, the in a systemic way and define priorities for Sustainability Committee, which comprises all executive staff. relevant members of the Executive Committee, Moreover, each of our employees receives a the parent company, and others, meets regularly quarterly magazine describing the latest events in and monitors the business progression against its our company, our activities, and the exceptional goals. Particular attention is placed on how plants achievements of our plants in implementing are progressing; how relationships with suppliers our core values. We also use this tool to raise and customers are developing; how legislation awareness of sustainable development, is changing; and how some potential risks could the circular economy, and corporate social be emerging. Additionally, the Sustainability responsibility (CSR). The company also provides Committee meets quarterly to receive updates on employees with access to internal resources, the views and interests of affected stakeholders, including via our Intranet. as a key agenda point. The CANPACK Sustainability Office holds quarterly meetings with key plant employees, including EMPLOYEES General Managers and Sustainability Champions. Each meeting follows the same format to ensure The successful implementation of our consistency and coverage of activities covering standards requires the full commitment of our CARE, SUSTAIN and RECYCLE. We try to combine colleagues around the world. We continually at least two different plants at each meeting, and seek communication channels that engage work to organise as many unique events employees in the most user-friendly way. During as possible.These forums allow the Sustainability our quarterly town hall events, our CEO typically Office to monitor KPIs effectively and verify presents and discusses the Group’s performance, progress against goals. Such networking and strategic objectives, priorities, and performance regular contact also facilitate the identification of in the areas represented by each member of the best sustainability practices and allow knowledge Executive Committee. The presentation precedes and experience sharing across the company. a Q&A session, which provides a platform for discussion, communication, and dialogue. We also organise “coffee breaks” involving AT CANPACK WE CARE ABOUT OUR employees and representatives of the company’s CUSTOMERS, AND WE WANT OUR management board (including the CEO) as PRODUCTS TO MEET THEIR NEEDS. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 152 SUPPLIERS TRADE ASSOCIATIONS We believe that building more resilient supply Although we rarely contact higher-level chains requires close collaboration with our legislators directly, we regularly correspond with suppliers and business partners. Therefore, them and relevant governmental departments we regularly meet with our suppliers and through trade associations. This approach not conduct assessments and on-site audits to only enables us to work together with other build relationships based on trust. Regarding industry players but also allows us, in a non- sustainability, we focus on three main areas: competitive environment, to create consistent increasing the share of renewable energy; industry-wide messages on issues surrounding increasing recycled content in the products we sustainability-related legislation; create strong make; and promoting initiatives that encourage community initiatives; learn about new trends higher recycling rates. and consumer behaviours; and plan projects To build transparent supply chains and create that support the circular economy. a platform for sharing information, our suppliers are also subject to a self-assessment INVESTORS questionnaire with a frequency determined by the type of materials supplied. Another tool Our periodic calls with investors, rating agencies, used for engaging our suppliers is the ‘CDP and analysts from investment banks typically Supply Chain’, which includes collecting include updates on ESG-related matters. information on climate change at least once a Presentations from investor meetings are year. Such an approach supports CANPACK’s published on our company website. efforts to build a transparent supply chain. It also helps suppliers to improve – for example, by helping to make them aware of their potential and areas that can be enhanced. CUSTOMERS AND THEIR CONSUMERS (END USERS) At CANPACK, we strive to provide customers and their consumers (end users) with products and services of the highest quality. We care about the satisfaction of our customers, and we want our products to meet their needs. Ongoing dialogue with our customers allows us to recognise their expectations and look for effective ways to satisfy them. Together, we discuss key marketing, quality, and commercial issues, and also those aspects of our products that are related to sustainability, the circular economy and recycling. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 153 3.3. RESPONSIBLE SOURCING FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 154 3.3.1. SUPPLIER ENGAGEMENT 12,000 CANPACK continues to advance its commitment to sustainability by focusing on supplier engagement and enhancing the sustainability of its supply chain. Our extensive supply chains, DIRECT comprising over 12,000 direct suppliers – SUPPLIERS including more than 70 strategic suppliers of key materials such as aluminium, steel, inks, varnishes, chemicals, glass, and packaging – play a crucial role in our sustainability journey. 70 The network of our supply chain dependencies is extensive, with the life cycle of our packaging starting from the extraction of natural resources and involving numerous intermediate STRATEGIC steps before the materials reach our plants. SUPPLIERS Consequently, thousands of suppliers contribute to the value creation of our end products. Large multinational companies in this supply chain strive to enhance sustainability performance by setting environmental targets and promoting fair employee practices. However, in the early stages of the product life cycle, such as extraction, transport and smelting of base metals, there may be environmental and social practices beyond our control. These practices can include resource depletion, deforestation, red mud releases, GHG emissions, mistreatment of workers and the use of conflict minerals. The recent double materiality assessment has provided valuable insights into CANPACK’s impacts on raw materials sourcing and working conditions within the supply chain. This assessment has inspired CANPACK to look deeper into the supply chain, improve monitoring, and work on strategic suppliers’ risk mitigation. SDG 12 TARGETS 12.4 TARGETS 12.5 TARGETS 12.6 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED w FEEL ENGAGED 155 3.3.2. POLICIES RELATED TO SUPPLY CHAIN WORKERS S2-1 In 2023, CANPACK expanded its efforts to target We mandate that our suppliers and business 100% of its raw materials suppliers, including partners comply with the CANPACK Group those involved in glass production in India and Supplier Code of Conduct, ensuring environmental numerous small entities in the packaging and protection in accordance with international chemicals sectors. The analysis revealed that standards and applicable laws and regulations. 83% of the targeted suppliers have signed the In 2022, all assessed suppliers of aluminium, CANPACK SCoC, while the remaining 17% are steel, inks, and varnishes signed or endorsed the in the process of signing or endorsing it. CANPACK Supplier Code of Conduct (SCoC). Table 3.3.1. CANPACK impacts and policies related to working conditions in the supply chain Impact Category Description CANPACK’s Policies Occupational health and Safe working practices, access Emphasises “safety first” safety (OSH), housing, Sanitary to drinking water, restrooms, and requires controls to conditions, freshwates emergency procedures, and prevent hazards. Covered by first aid the CANPACK Group Supplier Code of Conduct, Human Employment security, Respect human rights, fair wages Rights Policy, and Sustainable fair salary and working hours Procurement Policy. Work-life balance Fair working hours and healthy balance Social dialogue, Respect rights and dignity, works councils freedom of assembly Freedom of association, Right to freedom of assembly collective bargaining and association Equal treatment and Avoid discrimination in opportunities employment practices Child labour, forced labour, Prohibit forced labour, child labour, privacy, protection protect privacy, prevent violence and harassment Conflict minerals Prohibit procurement of Implements strict procedures conflict minerals and ensure to source conflict-free minerals. ethical sourcing Covered by the CANPACK Group Conflict Minerals Policy and Sustainable Procurement Policy. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 156 The CANPACK Group Supplier Code of Conduct, This collaborative approach is essential for Conflict Minerals Policy, and Human Rights Policy achieving our sustainability goals and ensuring collectively ensure that our suppliers adhere to responsible practices across our supply chain. ethical standards, respect human rights, and S2-4 maintain safe working conditions. These policies In 2023, CANPACK made significant progress cover various aspects, including occupational in evaluating our strategic suppliers and health and safety, fair wages, non-discrimination, understanding the material impacts, risks, and and ethical sourcing practices. CANPACK’s opportunities within our supply chain. However, Human Rights Policy is aligned with the UN we acknowledge that we have not yet developed Global Compact principles and the Organisation specific targets to manage negative material for Economic Co-operation and Development impacts in our supply chain. (OECD) Guidelines for Multinational Enterprises. It addresses respect for human rights, including Our goal is to establish a comprehensive labour rights, engagement with affected framework that not only diagnoses and addresses stakeholders, and measures to provide or enable negative material impacts but also advances remedies for human rights impacts. The policy positive impacts and effectively manages material explicitly addresses issues such as the trafficking risks and opportunities. of human beings, forced or compulsory labour and child labour. WE ARE COMMITTED TO By implementing these comprehensive policies MAINTAINING THE HIGHEST and actions, CANPACK aims to manage material impacts on value chain workers, address STANDARDS THROUGHOUT associated risks and opportunities, and ensure A PRODUCT’S LIFE CYCLE. compliance with international standards. To ensure these policies are effectively implemented, CANPACK has a Sustainable Procurement Policy that outlines the expectations for suppliers to meet high environmental, social and ethical standards. The most senior level accountable for implementing the Group Supplier Code of Conduct and Sustainable Procurement Policy is the Supply Chain Officer. This role involves making the policies available to all suppliers and providing necessary training for CANPACK Group buyers. The policies apply to all supply chain workers, covering upstream activities across all geographies in which CANPACK operates. S2-3 We are committed to maintaining the highest standards throughout a product’s life cycle. Progress requires active collaboration with suppliers, clear articulation of our expectations, and meaningful dialogue to understand and address the initial stages of the supply chain. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 157 3.3.3. SUSTAINABLE PROCUREMENT APPROACH G1-2 Through our Sustainable Procurement Policy, To establish a truly sustainable and transparent we are committed to adhering to the laws and supply chain, environmental protection must regulations of the countries in which we operate, be a fundamental criterion for cooperation and upholding high environmental, social and ethical central to every business decision. Since 2020, standards, and promoting sustainable practices. we have evaluated selected suppliers based on We establish formal criteria for evaluating the sustainability, and in 2022, we adopted a formal sustainable performance of our suppliers; supply chain management approach outlined prioritise suppliers who have implemented in the Sustainable Procurement Policy, which sustainable practices within their operations and applies to all strategic CANPACK suppliers. The supply chains; and identify and manage risks primary objective of this Policy is to identify and within supply chains. We have communicated the enforce compliance with sustainability standards, Policy to our internal and external stakeholders, thereby mitigating social and environmental making them aware of our expectations and risks, enhancing transparency, and collectively standards of cooperation. achieving our expectations and those of our customers and consumers. Table 3.3.2. Sustainable procurement - Selected indicators Reporting year 2022 2023 Percentage of suppliers for whom conflict minerals information is 100% 100% available (in conflict minerals reporting template (CMRT) standard). Percentage of targeted suppliers that have signed the sustainable 100% 83% procurement charter/supplier code of conduct. Percentage of targeted suppliers with contracts that include 0% 0% clauses on environmental, labour and human rights requirements. Percentage of targeted suppliers that have gone through 82% 64% a CSR assessment (e.g. self-assessment questionnaire). Percentage of targeted suppliers that have gone through 0% 0% a CSR on-site audit. Percentage of buyers across all locations who have received 0% 100% training on sustainable procurement. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 158 I would like to express my appreciation for the comprehensive and effective self-assessment process implemented by CANPACK. The assessment has not only provided us with valuable insights into our current standing but has also illuminated the areas we need to focus on for future improvements. It has allowed us to gain a clearer understanding of our challenges, enabling us to seek viable solutions proactively. CANPACK’s commitment to fostering such initiatives is commendable, as it significantly contributes to our collective progress and growth. We truly appreciate this activity and support, and together, we can make Mother Earth a better place to live!“ Anand Bhandari Saspack Ventures FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 159 3.3.4. PROCESSES FOR ENGAGING WITH SUPPLY CHAIN WORKERS ABOUT IMPACTS S2-2 policy, with assessment frequency determined CANPACK engages with value chain workers and by the type of material. Each year, CANPACK their legitimate proxies through a comprehensive selects strategic suppliers to be assessed. self-assessment questionnaire, feedback Regardless of the supplier’s size or spend, if it mechanism and on-site audits with a frequency is a strategic material, CANPACK had a goal in depending on the raw material type. The practical 2023 to complete assessments of 100% strategic implementation of the Policy in our business suppliers and to understand the sustainability relations is detailed in the Instruction entitled risks within all strategic materials groups. Sustainable Procurement - Assessment, which Upon achieving this target, we mapped our comprises the four steps shown below. strategic suppliers concerning sustainability Our ambitious approach covers all production risks and CANPACK requirements. raw materials listed in the Delegation of Authority 2. 1. SUPPLIER IDENTIFYING THE SELF-ASSESSMENT TARGET GROUP QUESTIONNAIRE 3. 4. EVALUATION AND ANALYSIS AUDIT FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 160 Table 3.3.3. Frequency of supplier self-assessment depending on the type of materials supplied Division Type of materials supplies Annual Assessment every Assessment every assessment 2 years 3 years Aluminium cans and Aluminium canstock, Aluminium canstock, Sealing compounds, ends division if less than 50% of the if at least 50% Cupper lubes and supplier’s facilities have of the supplier’s washer chemicals, been certified against facilities have been Tab lube, Plastic Aluminium Stewardship certified against ASI packaging, Carton Initiative (ASI) Performance Standard interlayers, Aluminium Performance Standard ends bought from outside of CANPACK Group, Printing plates and blankets Metal packaging - Steel, Lacquers, Inks Sealing compounds division Metal closures division - Steel, Lacquers, Inks Granulates Glass division - - Soda ash, Sand, Limestone, Feldspar, Nepheline, Calumite, Chromite Assessed suppliers 100% Targeted 82% Targeted suppliers 64% Targeted suppliers assessed assessed in 2022 suppliers assessed in 2021 in 2023 To enhance our sustainability efforts, selected Based on their performance in these areas, suppliers are invited to complete a comprehensive all strategic suppliers are categorised into one self-assessment questionnaire covering ten of five risk groups. The CANPACK Sustainable critical areas: environmental management, energy Procurement Policy is aligned with several management, carbon footprint management, third-party standards and initiatives to ensure water stewardship, waste management, health and the highest sustainability and ethical standards. safety management, human rights, supply chain Table 3.3.4. outlines the minimum requirements management, compliance, and conflict minerals. for each risk level. This evaluation allows us to gain a deeper understanding of each supplier’s strengths and areas for improvement, and importantly, identify opportunities for mutual support in the future. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 161 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 162 Table 3.3.4. Risk levels and requirements used in the classification of suppliers Risk Level Minimum Requirements Critical Risk • Disclosing – participating in self-assessment questionnaire. • Environmental Management System is implemented. • Health and Safety Management System is implemented. • Business Ethics and Human Rights Policy is implemented. High Risk • CANPACK Supplier Code of Conduct (or equivalent) is endorsed and signed. • The supplier does not use any conflict minerals OR Conflict Minerals. Policy is implemented, while using conflict minerals. • Target on reducing Scope 1 emissions is implemented. • Target on reducing Scope 2 emissions is implemented. Medium • Regular assessment of suppliers in terms of sustainability is conducted. Risk • Environmental Management System is certified to ISO 14001 (or equivalent). • Health and Safety Management System is certified to ISO 45001 (or equivalent). • Target on reducing Scope 3 emissions is implemented. • Due diligence on human rights is undertaken. • Sustainable Procurement Policy is implemented. Low Risk • Target on reducing electricity consumption is implemented. • Target on reducing thermal energy consumption is implemented. • Target on reducing waste generation is implemented. • Science Based Target is implemented. • United Nations Global Compact (UNGC) initiative or other external initiatives requiring reporting and progress is supported (joined by the supplier). Very Low • Sustainability clauses in commercial contracts with suppliers are included. Risk • ASI Chain of Custody is implemented in at least 50% of plants. • Target on increasing renewable energy share (electricity or thermal energy) is implemented. • Target on improving waste recycling is implemented. • Target on reducing water consumption is implemented. All aluminium and steel sheet suppliers are required to report the following indicators annually: recycled content, electricity intensity, thermal energy intensity, renewable energy share, waste generation intensity, and waste recycling. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 163 3.3.5. SUSTAINABILITY AUDITS The Supplier Quality Assurance team, in the data provided by suppliers in their self- collaboration with CANPACK Group’s Procurement assessment questionnaires. In 2024, Office, is tasked with conducting audits of each we have integrated sustainability audits into our supplier’s activities according to a planned quality assurance processes to further enhance schedule. These audits are designed to verify our commitment to sustainable practices. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 164 3.3.6. TARGETS AND PROGRESS TOWARD THEM 100% We are proud to report significant progress towards these goals, with many suppliers already meeting or exceeding our expectations. of strategic suppliers to be In 2022, CANPACK assessed 82% targeted initially assessed (with the strategic suppliers of aluminium and, for the appropriate frequency) against first time, suppliers of lacquers and inks for the aluminium and steel division. the adopted sustainability criteria by the end of 2023. In 2023, 64% targeted strategic raw materials suppliers were assessed. For the third time, this included 100% of our aluminium suppliers, and, for the first time, strategic suppliers from the third group, including glass input, sealing compounds, chemicals, and packaging. This 100% assessment was part of our ongoing commitment to ensure that 100% of strategic suppliers meet our sustainability criteria. The exercise of our strategic suppliers to of assessing more than 80 strategic suppliers achieve at least a ‘Low Risk’ of raw materials and mapping risks was a level (B) by 2025. comprehensive and strategic initiative aimed at diagnosing the main sustainability risks within all our strategic materials suppliers. It also facilitated better collaboration with suppliers, allowing us to present our expectations clearly and engage 100% in meaningful dialogue to understand the sustainability aspects within their processes. The assessment results revealed that suppliers of our strategic suppliers at the Very Low Risk Level are primarily large to achieve a ‘Very Low Risk’ chemical companies. The Low Risk level includes level (A) by 2030. aluminium and steel suppliers, and inks suppliers, most of whom are only missing the Science Based Targets initiative (SBTi) to reach the Very Low Risk level. The Very Low Risk level will be available for aluminium producers once the SBTi publishes guidance on aluminium products. Suppliers in the Medium Risk category are working on supply chain management requirements and often analyse their Scope 3 emissions or set targets. The High or Critical Risk level includes many small chemical suppliers such as tab lube, printing plates, plastic packaging, washer chemicals, and glass raw materials suppliers. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 165 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 166 3.3.7. HELPING SUPPLIERS OVERCOME CHALLENGES Feedback from suppliers during one-on-one EMPHASISING THE IMPORTANCE meetings and surveys has been invaluable. OF INVESTING IN RENEWABLE We need to continue motivating suppliers to join the SBTi, despite the challenges they may ENERGY IS CRUCIAL face. Emphasising the importance of investing in renewable energy is crucial. Additionally, sharing learnings and best practices, including addressing the issue of green claims, is essential to support our suppliers effectively. CANPACK recognises the potential for developing supplier engagement programmes that offer training, resources, and support to enhance suppliers’ ability to meet sustainability criteria. By focusing on assisting important, yet small and less informed strategic suppliers, CANPACK aims to provide the necessary guidance and a clear roadmap for sustainability. This approach is crucial to ensure that suppliers can continuously mitigate their risks, while simultaneously helping to reduce our own. THE NEW APPROACH In 2024, CANPACK continued to build on the progress made in 2023 by implementing several key actions to further enhance our sustainable supply chain. We reassessed the segmentation of our suppliers using a spend-based approach, focusing on high- volume spending or high carbon footprint purchases. This exercise enabled us to refine our approach and expectations towards our strategic suppliers. By reassessing supplier segmentation, engaging in capacity-building programmes, and focusing on transparency and governance, we are willing to further develop a resilient and responsible supply chain that aligns with our sustainability goals and the expectations of our customers and stakeholders. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 167 3.3.8. SUSTAINABILITY AND ETHICAL BUSINESS PRACTICES CANPACK IS DEDICATED TO In 2022, CANPACK’s supplier engagement score UPHOLDING THE HIGHEST reached an A, and in 2023, it was A-, that means STANDARDS OF SUSTAINABILITY CANPACK has maintained its position in the upper quartile of companies in the Metal Products AND ETHICAL BUSINESS Manufacturing Activity Group that have reached PRACTICES. TO ENSURE THAT the Leadership level. OUR POLICIES AND ACTIONS CANPACK has shown significant maturity in ALIGN WITH INTERNATIONALLY several areas, including emissions reporting, RECOGNISED GUIDELINES, WE where a high percentage of suppliers have COMMIT TO RESPECTING SEVERAL disclosed Scope 1, 2, and 3 emissions. Additionally, 85% of suppliers disclosing in THIRD-PARTY STANDARDS AND 2023 have already set climate targets, and INITIATIVES THAT ADDRESS OUR there is strong engagement among suppliers on SUPPLY CHAIN STRUCTURE. environmental issues. However, there are areas that need improvement, such as increasing the response rate of our suppliers to the climate ALUMINIUM STEWARDSHIP change questionnaire, ensuring that suppliers’ INITIATIVE (ASI) targets align with Science Based Targets (SBT) or net-zero goals, and boosting the proportion S2-2 of energy and electricity consumption from To ensure holistic action and adherence to renewable sources. industry standards, CANPACK has been a member of the Aluminium Stewardship Initiative (ASI) since 2021. We encourage all aluminium SUSTAINABLE PROCUREMENT suppliers to apply for ASI certification for rolling PLEDGE (SPP) mills and upstream processes. By collaborating and adhering to international standards, we A key team member responsible for driving aim to ensure that all cans are manufactured sustainability in the supply chain at CANPACK to ASI standards, allowing consumers to enjoy has committed to the Sustainable Procurement beverages from responsibly made aluminium Pledge (SPP) chapters: Nature & Biodiversity, packaging. As of 2023, the ASI Chain of Custody Scope 3, and Packaging. This initiative certifies 77% of CANPACK’s aluminium suppliers, underscores our dedication to leveraging compared to 50% in 2022. knowledge exchange and best practices in sustainable procurement. By participating in these chapters, we aim to enhance our CDP SUPPLIER ENGAGEMENT understanding and implementation of sustainable practices, ensuring our supply chain remains The CDP Supplier Engagement Rating goes beyond resilient and environmentally responsible. evaluating the sustainability of a company’s CANPACK encourages all procurement team operations, focusing instead on the broader members to join the pledge and contribute to impact of its suppliers. Companies that achieve our collective goal of sustainability excellence. an ‘A-‘ rating feature on CDP’s public leaderboard, showcasing and encouraging best practices. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 168 CHANNELS FOR SUPPLY CHAIN SUSTAINABLE SUPPLIER DAY WORKERS TO RAISE CONCERNS In 2023, CANPACK made significant strides in S2-3 enhancing supplier engagement, recognising We have specific channels in place for value chain the importance of collaboration in achieving workers to raise their concerns or needs directly sustainability goals. One of the key initiatives with CANPACK and have them addressed. These was hosting an online Sustainable Supplier channels include a whistleblower mechanism, Day, which provided a platform to present our which allows workers in the supply chain to sustainability credentials, share challenges and report any violations of labour standards or other opportunities, and build stronger relationships unethical practices anonymously. This mechanism with our suppliers. The event saw participation is communicated through various channels, from over 120 delegates, including key suppliers ensuring that all stakeholders are aware of how of aluminium, glass, steel, varnish, ink, sealing to report concerns safely and confidentially. compounds, chemicals, and packaging. All key policies are publicly available on The Sustainable Supplier Day webinar allowed CANPACK’s website, providing easy access for us to emphasise our sustainability requirements supply chain workers, business relationships, and expectations. The overall satisfaction score and other stakeholders. This transparency for the webinar was very good, with a score ensures that everyone can review and understand of 5.3 out of 6. Attendees expressed a strong our commitments and expectations. Additionally, desire to be involved in joint sustainability CANPACK conducts regular updates and training projects, particularly in areas such as supply- sessions for suppliers and internal teams. These chain carbon footprint reduction and sessions cover the content of the policies, their low-emission raw materials development. importance, and the procedures for compliance. This helps to ensure that all parties are aware of the policies and understand their roles in upholding them. CANPACK has not yet experienced any reported negative impacts in its supply chain. However, the company remains committed to proactively addressing potential issues. CANPACK continuously monitors and assesses its supply chain to identify any potential negative impacts on workers, including regular audits and assessments in line with internationally recognised standards. If a material negative impact is identified, appropriate remediation measures will be implemented. S2-5 CANPACK has not yet established specific targets for managing material impacts, risks and opportunities related to value chain workers. However, the company is committed to developing these targets in the future. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 169 KNOWLEDGE EXCHANGE • In 2020, we implemented a Conflict Minerals In 2023, we started quarterly meetings with Policy, which is available to our suppliers, and our Sustainable Procurement Supply Chain we expect them to establish similar guidelines Knowledge Exchange group. This group for their suppliers. comprises global raw materials procurement • We mandate that our suppliers of components, teams and our quality audit legal teams. The parts, or products containing tin (or any Sustainable Procurement Policy emphasises other conflict minerals as may be or become individual participation and collaboration among applicable) obtain it from conflict-free sources. procurement professionals to tackle shared • Suppliers are expected to establish a strict challenges and leverage collective knowledge. due diligence process to ensure compliance throughout their supply chain. CONFLICT MINERALS Every year, CANPACK Group conducts a As a business, we are dedicated to identifying comprehensive Conflict Minerals Risk and mitigating risks within our supply chains, assessment. In 2023, this covered 100% of our encompassing producers, employers, business active suppliers of aluminium, steel, lacquers, partners, and local communities. Our primary inks and other chemicals. According to received objective is to prevent any noncompliance CMRTs and conflict mineral statements, none and violations. of the minerals were sourced from conflict Respect for human rights is paramount. We areas. Only one aluminium coil supplier and firmly believe that everyone involved in the two chemical suppliers declared that they manufacturing of our products must have decent supply CANPACK with materials containing 3TG working conditions and that their rights are minerals. The remaining suppliers reporting respected. We are aware of potential issues with the use of 3TG materials were steel suppliers. various social practices by those engaged in the In 2022 and 2023, 100% of our active steel processes leading up to the production of cans suppliers sent us completed CMRTs. These in our plants, particularly in the mining industry. suppliers cover 100% of steel purchased during In some resource-rich regions of the world, the 2022 and 2023. extraction of raw materials such as tin, tantalum, tungsten, and gold (3TG) often finances armed To ensure compliance and uphold responsible conflict and corrupt practices. sourcing practices, CANPACK will maintain active engagement with suppliers to ensure their awareness and adherence to the Conflict Although CANPACK does not directly procure Minerals Policy. This involves requesting detailed these minerals, we recognise that some of the information on the use of conflict minerals in steel used to manufacture cans contains small their products and obtaining their CMRT for amounts of tin for corrosion prevention. To 2024. Our goal is to have a 100% response ensure the tin we use is sourced from conflict- rate from our aluminium, steel, lacquers, inks, free areas, we have implemented the following and other chemicals suppliers, and ensure that preventative measures: 100% of 3TG-containing products are sourced from conflict-free areas. • We adhere to strict procedures based on applicable national and international guidelines, By implementing these measures, we aim to including the “Due Diligence Guidance for prevent any noncompliance and violations, Responsible Supply Chains of Minerals from ensuring that all individuals involved in our Conflict-Affected and High-Risk Areas” issued supply chains are treated fairly and ethically. by the OECD. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ENGAGED 170 The cooperation between CANPACK Group and ThyssenKrupp Rasselstein is founded on mutual benefit and respect. I am pleased that we have been able to explore sustainability-focused innovations, such as the CO2-reduced Bluemint® steel and SolidFlex for downgauging. Thanks to our longstanding, positive relationship with the CANPACK Group, we are confident that we will continue to grow and further improve how we both do business together. Jörg Walther Thyssenkrupp Rasselstein GmbH FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 171 FEEL ASSURED AASSSSU SURRE AS RED U EDD 4.1. DATA COLLECTION 172 4.2. BENCHMARKING 174 4.3. AWARDS 180 4.4. PARTNERSHIPS 184 4.5. ABOUT THE REPORT 188 4.6. KEY PERFORMANCE INDICATORS 197 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 172 4.1. DATA COLLECTION FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 173 4.1.1. MITIGATING DATA COLLECTION RISKS Providing ESG data to our stakeholders, To ensure the accuracy of the data reported and although challenging, is a vital aspect of our to further educate and raise awareness among commitment to transparency and sustainability. our employees, in 2024, we conducted internal With hundreds of data points collected from audits of our carbon footprint data for our facilities our global locations, alongside evolving in Scunthorpe, UK, Maracanaú and Itumbiara, BR. reporting standards and requirements, this Key findings from the assessment of data points process presents a valuable opportunity to are presented by the Sustainability Office to demonstrate our dedication to accurate and senior leadership during quarterly Sustainability reliable reporting. By addressing challenges Committee Meetings, chaired by the CANPACK such as ensuring consistent definitions, CEO. These meetings serve as a platform for standardised units of measurement, and informed discussions and the formulation meticulous data handling, we are able to deliver of strategic decisions to guide future meaningful insights to our stakeholders. To sustainability initiatives. support this, we have implemented a robust and carefully designed process for the collection and verification of sustainability-related data, ensuring both clarity and confidence in our reporting. The Global Sustainability Office oversees the collection and reporting of sustainability- related data across CANPACK. Data from each location is provided by either the CANPACK Global Offices or designated Sustainability Champions at the local level. To ensure accuracy and consistency, all individuals involved in the process receive comprehensive training, clear guidelines, and ongoing support from the Sustainability Office. Once collected, the data is cross-checked against relevant benchmarks to validate its accuracy. Every year, CANPACK ensures third-party verification of its carbon footprint methodology, raw data, and results through a limited assurance process. Additionally, selected data published in this sustainability report have been independently verified in accordance with the adopted standard and methodology described in section 4.5.5.: “Verification Statement”, further strengthening the credibility of our reporting. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 174 4.2. BENCHMARKING FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 175 4.2.1. ECOVADIS Since 2022, when we were awarded the prestigious Gold Medal by EcoVadis, the global independent sustainability rating platform, our global team has continued to meet increasingly stringent and detailed sustainability requirements. We are proud to report that CANPACK has achieved remarkable recognition for its sustainability efforts. In late 2022, before the remit of EcoVadis was extended, we were awarded a Platinum Medal by the organisation for the first time, followed by a Gold Medal in early 2024. These accolades 2023 reflect our achievements in sustainability, social responsibility, and the corporate governance practices that underpin their GOLD MEDAL effective implementation. CANPACK’s recent performance positions the company among the top 5% of all WE ARE PROUD TO REPORT organisations assessed by EcoVadis THAT CANPACK HAS ACHIEVED and within the top 2% of metal product REMARKABLE RECOGNITION FOR manufacturers. This formal recognition ITS SUSTAINABILITY EFFORTS. underscores the progress we have made toward our sustainability objectives and demonstrates that CANPACK is moving in the right direction to be a more responsible employer, packaging manufacturer, community member, and business partner. In 2024, our EcoVadis score for environment, labour and human rights, ethics, and sustainable procurement significantly increased to 78, compared with 30 in 2017. This improvement highlights how we have not only formalised our approach to sustainability related issues but also that we have been continuously improving the way in which we approach them. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 176 Graph 4.2.1. Progress towards reporting to EcoVadis 2017-2023 100 79 80 78 68 73 65 60 40 33 30 20 0 2017 2018 2019 2020 2021 2022 2023 IN 2024, CANPACK’S ECOVADIS SCORE FOR ENVIRONMENT, LABOUR AND HUMAN RIGHTS, ETHICS, AND SUSTAINABLE PROCUREMENT SIGNIFICANTLY INCREASED TO 78 POINTS COMPARED WITH 30 IN 2017 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED Score FEEL ASSURED 177 4.2.2. CARBON DISCLOSURE PROJECT The Carbon Disclosure Project (CDP) is a global to a B- in 2023, reflecting significant progress non-profit organisation that operates the world’s in addressing water-related issues through only independent environmental disclosure coordinated action. system. CANPACK participates in this initiative by CANPACK’s supplier engagement score also disclosing its environmental impact in the areas of demonstrates its commitment to sustainability climate change and water security. Furthermore, across the value chain. In 2022, the company CANPACK actively engages its suppliers to achieved an A, followed by an A- in 2023. These report on their environmental impacts, fostering scores highlight effective collaboration with greater transparency and contributing to a more suppliers to promote environmental sustainability. sustainable supply chain. However, opportunities remain to further In the area of climate change, CANPACK achieved strengthen governance and risk mitigation an A- score in both 2022 and 2023. Notably, in strategies within the supply chain. CANPACK 2022, the company was ranked among the top remains among the 23% of companies that have 11% of organisations that attained Leadership reached the Leadership level (A/A-) by adopting level within their activity group. For water security, and implementing best practices. CANPACK improved its score from a C in 2022 Graph 4.2.2 Progress towards reporting to CDP, Climate Change 2018-2023 CDP Category: Climate change CANPACK scores A A- B B- C C- D D- 2018 2019 2020 2021 2022 2023 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED Score FEEL ASSURED 178 Graph 4.2.3 Progress towards reporting to CDP, Supplier Engagement 2018-2023 CDP Category: Supplier Engagement CANPACK scores A A- B B- C C- D D- 2018 2019 2020 2021 2022 2023 Graph 4.2.4 Progress towards reporting to CDP, Water Security 2018-2023 CDP Category: Water Security CANPACK scores A A- B B- C C- D D- 2018 2019 2020 2021 2022 2023 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED Score Score FEEL ASSURED 179 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 180 4.3. AWARDS FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 181 4.3.1. SUSTAINABILITY RECOGNITIONS WE ARE PROUD THAT INDEPENDENT EXPERTS HAVE RECOGNISED OUR SUSTAINABILITY EFFORTS. ALONGSIDE THE PRESTIGIOUS MEDALS AWARDED BY ECOVADIS AND CDP, CANPACK HAS ALSO RECEIVED THE FOLLOWING NOTABLE HONOURS. GREEN COMPANY AWARD (2024) GOOD EMPLOYER AWARD (2024) In recognition of our measures to reduce the This accolade celebrates CANPACK’s commitment total environmental impacts of our activities to fostering strong relationships with employees and and for our social responsibility programmes creating a workplace that is inclusive, appreciative, conducted by a company in the field of ecology. and responsive to the needs of its workforce. FAIR COMPANY AWARD (2024) ETHICAL COMPANY AWARD (2023) This Corporate Social Responsibility (CSR) This award acknowledged CANPACK as a leadership award, which we have received professional, socially responsible, and trustworthy multiple times, recognises CANPACK’s active business partner. It recognised the company’s involvement in charitable initiatives and organisational maturity, commitment to business highlights the company’s positive role as a ethics, and robust compliance practices. Out responsible manufacturer, employer, and of 84 companies that entered this two-stage community member. competition, co-organised by PwC, CANPACK was one of only 16 to receive this prestigious honour. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 182 Continuous recognition in the Arabia CSR & Sustainability Awards drives our commitment to excellence in sustainability and corporate responsibility, we are proud! Omar Jaber Regional Manager Legal and Sustainability FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 183 ARABIA CSR GOLD CSR ‘LEAF’ (2022) BEST SUSTAINABLE AWARD (2023) AND SILVER ESG ‘LEAF’ PACKAGING SOLUTIONS Often referred to as the (2023) CEE AWARD (2022) “Green Oscars” of the Middle Awarded by POLITYKA Weekly, Presented by CFI.co, a East, this award celebrated these prestigious honours are leading print journal and CANPACK’s achievements presented following rigorous online resource for business, as a medium-sized business evaluation by Deloitte and the economics, and finance, this in the region, specifically in Responsible Business Forum. award recognised CANPACK’s the ‘Sustainability Leaders’ The Gold CSR ‘Leaf’ in 2022 outstanding commitment to category. The recognition and the Silver ESG ‘Leaf’ its employees, communities, highlights CANPACK’s in 2023 reflect CANPACK’s and the environment. performance against adherence to the most Building on our success, we international benchmarks, important guidelines, are committed to continually including the United Nations standards, and regulations raising our standards and Global Compact (UNGC) in the ESG area, including improving our performance. Principles, the Global ISO 26000, the Corporate We are proud to have Reporting Initiative (GRI) Sustainability Reporting repeated this achievement, Standards, the European Directive (CSRD), first awarded in 2020. Foundation for Quality and the European Management (EFQM) model, Sustainability Reporting and the 17 UN Sustainable Standards (ESRS). Development Goals. We are particularly proud to have received this recognition for the fourth consecutive year since 2020. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 184 4.4. PARTNERSHIPS FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 185 4.4.1. INDUSTRY VOICE WHILE WE HAVE ALREADY ACHIEVED SIGNIFICANT MILESTONES, OUR AMBITION PROPELS US TO STRIVE FOR EVEN GREATER IMPACT. By continuously raising our standards and enhancing our performance, we aim to further strengthen our role as a responsible business and contribute meaningfully to a more sustainable industry. As outlined in this report, we are advancing our sustainability agenda through strategic partnerships with renowned organisations dedicated to addressing environmental and social challenges, climate change, the circular economy, and fostering industry collaboration for responsible growth. Key partners include the United Nations Global Compact (UNGC), the Aluminium Stewardship Initiative (ASI), Every Can Counts (ECC), and the Science Based Targets Initiative (SBTi). In addition to these partnerships, we actively support and participate in projects led by industry associations, serving as a collective voice for the sector. By engaging with key decision-makers, we contribute to shaping policies and initiatives that are critical to our business and the wider industry. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 186 CAN MANUFACTURERS ALUPRO INSTITUTE (CMI) Alupro, a non-profit organisation funded by the CMI is the national trade association for the metal industry, has operated in the UK for over 30 can manufacturing industry and its suppliers years. It is committed to meeting and exceeding in the United States. The institute promotes aluminium packaging recycling targets. the benefits of metal cans to stakeholders Alupro works with local authorities, the waste and actively engages in shaping legislative, management sector, and the metal packaging regulatory, and administrative policies relevant industry to strengthen the UK’s recycling to the industry. CMI also conducts and sponsors infrastructure. The organisation also manages innovative studies, provides statistical services consumer education campaigns to promote through shipment reports, and serves as a recycling participation. technical forum for the industry. ABRALATAS METAL PACKAGING EUROPE (MPE) Abralatas is dedicated to promoting aluminium MPE promotes metal packaging as the preferred cans as the most sustainable packaging option choice for consumers by emphasising its endless in Brazil. The organisation represents the recyclability. The organisation is committed to common interests of its members and supports achieving a 100% recycling rate for aluminium the circular economy through its initiatives. cans by 2030. ALUMINIUM STEWARDSHIP ALUCRO INITIATIVE (ASI) Alucro, an NGO in Romania, is committed to The ASI is an industry-led initiative that promotes raising consumer awareness about the benefits sustainability throughout the aluminium value of recycling aluminium cans and fostering chain. As a member, CANPACK adheres to sustainable recycling practices. ASI’s social, environmental, and ethical standards, reinforcing its commitment to responsible practices. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 187 RECAL FOUNDATION AMERICAN CHAMBER OF The RECAL Foundation promotes the recovery COMMERCE IN POLAND (AMCHAM) and recycling of aluminium beverage cans and AmCham is the leading advocate for international other aluminium-dominated packaging. Since its investors in Poland, representing over 300 establishment in 1995, it has been instrumental companies across various sectors, including in increasing the recovery rate of aluminium 80 Fortune 500 companies. The organisation beverage cans in Poland from 2% in 1995 actively promotes member interests through its to 80% in 2019. The foundation develops global networks in business, politics, and other educational recycling programmes for schools, AmCham chapters worldwide. Its long-term goal kindergartens, waste management companies, is to improve investment opportunities and and local government units, while raising enhance the business environment in Poland. awareness about the environmental and economic benefits of aluminium recycling. UAE ALUMINIUM METAL PACKAGING MANUFACTURERS RECYCLING COALITION ASSOCIATION (MPMA) Established at EGA in Al Taweelah in early 2023, MPMA serves as the leading voice of the UK the UAE Aluminium Recycling Coalition unites metal packaging industry. The association stakeholders across the aluminium value chain supports and represents CANPACK’s interests in the UAE to enhance the circular economy in operational, regulatory, and environmental and reduce greenhouse gas emissions. In matters. It also highlights the sustainable collaboration with beverage can producers and benefits of metal packaging through the Every Can Counts project, the coalition runs education programmes, industry awards, consumer awareness campaigns to promote the and communication initiatives. recycling of aluminium cans. One such initiative took place during COP28 in late 2023.promote the recycling of aluminium cans. One such initiative took place during COP28 in late 2023. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 188 4.5. ABOUT THE REPORT FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 189 4.5.1. BASIS FOR PREPARATION METAL RECYCLING CLOSURES FOOD AND ALUMINIUM INDUSTRIAL CANS PACKAGING GLASS PACKAGING HEADQUARTERS FOOD AND INDUSTRIAL ALUMINIUM CANS Wayne, Pennsylvania PACKAGING Brzesko (PL), Bydgoszcz (US). Brzesko (PL), Dębica (PL). (PL), Vyshhorod (UA), Bucharest (RO), Dubai (UAE), Scunthorpe (UK), Aurangabad CORPORATE OFFICE GLASS PACKAGING (IN), Nuh (IN), Casablanca Kraków (PL). Aurangabad (IN). (MA), Hämeenlinna (FI), Itumbiara (BR), Fortaleza (BR), Novocherkassk (RU), METAL CLOSURES RECYCLING Volokolamsk (RU), Helmond Tarnów (PL), Yavoriv (UA), CANPACK Recycling Sp. z o.o. (NL), Tocancipá (COL), Stříbro Košice (SK), Modřice (CZ), (PL) and CANPACK Recycling (CZ), Olyphant (US), Muncie Saint Marcel (FR). SRL (RO). (US) (since 2023). FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 190 This is CANPACK’s third sustainability report, have been operational for at least 12 months covering the period from 1 January 2022 to during the reporting timeframe. 31 December 2023 (unless stated otherwise). It should be noted that the Scope of this report CANPACK publishes its sustainability reports differs from CANPACK’s financial statements biennially, with the previous report released for 2022 and 2023. Specifically, the CP GLASS in 2022, covering the years 2020–2021. The S.A. Orzesze unit in Poland is excluded from current report, published in the first quarter of this report due to its sale on 2 April 2024, 2025, reflects our preparation for compliance which made data collection and verification with the CSRD. impractical. However, the unit is included in the The report provides a global overview of carbon footprint calculations and financial data CANPACK’s sustainability performance, for 2022 and 2023. Additionally, data for our encompassing all production sites and offices Muncie (USA) facility is only included for 2023, operating during the reporting period. New as this was its first full year of operation. facilities are included in the report if they 4.5.2. SCOPE AND CONTENT This report addresses material impacts, risks, and opportunities associated with CANPACK’s upstream and downstream business relationships. These are disclosed in line with the ESRS. S2: WORKERS IN THE VALUE CHAIN The document highlights key topics related to employment within the company, CANPACK’s social commitments, and its environmental initiatives. Compared to the previous report, published in 2022, there have been significant changes in the Scope related to the organisational structure – the sale of the S4: CONSUMERS AND END-USERS glassworks in Orzesze, PL and the launch of new aluminium can production plants in Olyphant (PA) and Muncie (IN), US. As the report uses a new approach to data analysis according to the CSRD assumptions and since the data cannot be compared with the information contained in the previous report on an apple-to-apple basis, the report does not list corrections. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 191 4.5.3. ALIGNMENT WITH NEW REPORTING STANDARDS CANPACK HAS ADOPTED KEY While CSRD comes into force in 2025, PRINCIPLES AND INTRODUCED we have used this reporting cycle (2022–2023) NEW DISCLOSURES IN to prepare for its implementation in the future. Changes implemented in this report include: ACCORDANCE WITH THE CSRD AND THE ACCOMPANYING ESRS. • Conducting our double materiality assessment (DMA) based on the ESRS methodology, as we described in subchapter 3.1: “Materiality Matrix”. • Structuring our sustainability statement and disclosures in alignment with ESRS requirements, where feasible. This phased implementation of ESRS requirements has served as a valuable learning experience ahead of our future reporting. The CSRD, ESRS, and other relevant regulations will continue to guide and shape our approach to sustainability reporting. 4.5.4. STAKEHOLDER ENGAGEMENT The key material topics presented in this report were identified through active engagement with CANPACK’s stakeholders. Further details on our stakeholder mapping and double materiality analysis can be found in the relevant sections of this report. See subchapter subchapter 3.1: “Materiality Matrix” and 3.2: “Stakeholders’ Engagement”. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 192 4.5.5. VERIFICATION STATEMENT Bureau Veritas Polska Sp. z o.o. (Bureau Veritas) was engaged by CANPACK Group (CANPACK) in order to independently verify the Selected ESG indicators for information purposes. The verification applies to the information and data covered by the Scope of our work described below. SELECTED INFORMATION The Scope of our work was limited to the verification of the ESG indicators and sustainable procurement indicators specified by the client and applied to the period from 1 January 2023 to 31 December 2023. The verification covered the following entities within the CANPACK Group. Table 4.5.1. Entities within the CANPACK Group covered by external verification Division Location Administrative office Kraków (PL) Aluminium beverage can division Aurangabad (IN), Brzesko (PL), Bucharest (RO), Bydgoszcz (PL), Casablanca (MO), Dubai (UAE), Fortaleza (BR), Hämeenlinna (FI), Helmond (NL), Itumbiara (BR), Muncie (US-IN), Novocherkassk (RU), Nuh (IN), Olyphant (US-PA), Scunthorpe (UK), Stříbro (CZ), Tocancipá (CO), Volokolamsk (RU), Vyshgorod (UA) Food and industrial packaging division Brzesko (PL), Dębica (PL) Metal closures division Košice (SK), Modřice (CZ), Saint Marcel (FR), Tarnów (PL), Yavoriv (UA) Glass division Aurangabad (IN) Recycling division Poland, Romania FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 193 The ESG indicators and sustainable procurement CONCLUSIONS indicators selected for the audit and the verified data are presented in Appendix 1, Table 1, Based on the adopted methodology and and Table 2. Determination of the figures was the above-mentioned activities, we issue the the sole responsibility of CANPACK. Bureau following opinion: we did not identify any signs Veritas was not involved in determining the that the reported values are not in accordance figures. It was our sole responsibility to provide with the presented source data. independent verification of the accuracy of the reported ESG indicators, underlying systems, STATEMENT OF INDEPENDENCE, and processes used to collect, analyse and INTEGRITY AND COMPETENCE review the information. Bureau Veritas is an independent professional The Scope of our work does not include services company that specialises in quality, the assessment of information regarding environmental, health, safety and social activities carried out outside the specified accountability with over 190 years of history. evaluation timeframe. Its assurance team has extensive experience in conducting verification over environmental, ASSESSMENT STANDARD social, ethical and health and safety information, systems and processes. Bureau Veritas Our work was performed in accordance with operates a certified1 Quality Management the international standard International System which complies with the requirements Standard on Assurance Engagements (ISAE) of ISO 9001:2015, and accordingly maintains 3000 Revised, Assurance Engagements Other a comprehensive system of quality control, than Audits or Reviews of Historical Financial including documented policies and procedures Information (effective for the certification of regarding compliance with ethical requirements, reports from December 15, 2015), issued by professional standards, and applicable legal the International Auditing and Assurance and regulatory requirements. Bureau Veritas Standards Board. has implemented and applies a Code of Ethics, which meets the requirements of the TIC SUMMARY OF THE WORK PERFORMED Council2, across the business to ensure that As part of an independent assessment, its employees maintain integrity, objectivity, we conducted: professional competence and due care, confidentiality, professional behaviour, and • Indicators report review. high ethical standards in their day-to-day business activities. • Review of root data for each of the indicators. • Review of environmental and H&S official reports BUREAU VERITAS POLSKA Sp. z o.o. and databases. Warsaw, FEBRUARY 2025 • Interviews with personnel responsible for environmental and H&S reporting. Witold Dzugan • Audit of a sample of data used by CANPACK to Managing Director determine global ESG indicators (aluminum can production plants in Brzesko (PL), Bucharest (RO), Bydgoszcz (PL), Stříbro (CZ) and Tocancipá Michal Klocek (CO) as well as glassworks in Aurangabad (IN)). Lead GHG Verifer FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 194 4.5.6. STATEMENT ON DUE DILIGENCE Table 4.5.2. Core elements of due diligence at CANPACK and their positioning in the report. Core elements of due diligence In the report Embedding due diligence in governance, strategy, 1.5.,1.7., and business model 2.2. 1.5., Engaging with affected stakeholders in all key steps of 2.2., 2.3, 2.4., 2.5., the due diligence 3.2., 3.3., 4.4. 1.6., 1.7., Identifying and assessing adverse impacts 2.2., 2.3., 2.4.,2.5., 3.1.,3.2, 3.3. 1.6., 1.7, Taking actions to address those adverse impacts 2.2., 2.3., 2.4.,2.5., 3.3. 1.6., 1.7., Tracking the effectiveness of these efforts and communicating 2.2., 2.3., 2.4.,2.5., 3.3. 4.5.7. TIME HORIZONS CANPACK is implementing the requirements of the CSRD within its reporting process, the Double Materiality Analysis has been conducted based on the time horizon definitions outlined in ESRS 1. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 195 4.5.8. VALUE CHAIN ESTIMATION AND SOURCES OF ESTIMATION AND OUTCOME UNCERTAINTY CARBON RECYCLED FOOTPRINT CONTENT To prepare this report, metrics related to the CANPACK is committed to providing the most upstream and downstream value chain were favourable mix of deliveries to all its plants, calculated using indirect sources or estimates. both in terms of quality, local availability, and No sector-specific indicators were applied in material properties. Recycled content, however, these calculations. Key metrics include: is largely dependent on supply chain data, over which we do not have full control. To address CARBON FOOTPRINT this challenge and minimise data uncertainty we have issued a clear methodology for calculating The calculation of carbon footprint metrics recycled content and we have stepped up efforts includes data from both the upstream and to educate and engage suppliers ensuring they downstream value chain. The methodology used fully understand our instructions. Additionally, to calculate these metrics, along with additional we are collaborating with aluminium producers details, is outlined in the CANPACK Group’s and aluminium sheet manufacturers through Carbon Footprint Calculation Methodology, trade associations to develop a standardised which is publicly available on our website. method for calculating recycled content within the industry. RECYCLED CONTENT The calculation of recycled content in beverage aluminium cans relies on upstream data estimates. Details of the methodology and elated information are provided in subchapter 2.4: “Recycle”. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED FEEL ASSURED 196 4.5.9. DISCLOSURES STEMMING FROM OTHER LEGISLATION OR ACCEPTED SUSTAINABILITY REPORTING PRONOUNCEMENTS This report includes data points required under the EcoVadis reporting framework for the 2021–2023 period. A comprehensive list of the disclosed data points can be foundin the Key Performance Indicators section of this report. MORE INFORMATION For further details about this report or CANPACK Group’s sustainable development initiatives, please contact: JOHN O’MAOILEOIN GROUP SUSTAINABILITY DIRECTOR john.o’maoileoin@canpack.com MARTA KOPCIK GROUP COMMUNICATION MANAGER marta.kopcik@canpack.com FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 197 4.6. KEY PERFORMANCE INDICATORS FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 198 MATERIAL ESRS IN THE REPORT Standard Subtopic In the report ESRS E1, Climate change Energy 2.3.1-2.3.5. Climate change mitigation 2.3.1- 2.3.5. ESRS E2, Pollution Pollution 2.3.7. ESRS E3, Water and marine resources Water 2.3.6. ESRS E5, Resource use and Resource usage 2.4.1-2.4.4 circular economy Circular economy 2.4.1-2.4.4 ESRS S1, Own workforce Working conditions 2.5.1 Equal treatment and opportunities 2.5.1 Other work-related rights 2.5.1 ESRS S2, Workers in the value chain Value chain: Working conditions 3.3.1-3.3.8. Value chain: Equal treatment and opportunities 3.3.1-3.3.8. Value chain: Other work-related rights 3.3.1-3.3.8. ESRS S3, Affected communities Communities’ economic, social and cultural rights 2.5.2 Communities’ civil and political 2.5.2 ESRS S4, Consumers and end-users Information-related impacts on consumers and/or end users 2.5.3 Personal safety of consumers and/or end users 2.5.3 ESRS G1, Business conduct Corruption and bribery 1.7. Corporate culture 1.7., 3.3. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 199 ENVIRONMENTAL E1-4 Targets related to climate change mitigation and adaptation SBTi targets Unit Base year (2020) Target [%] Target year (2030) Scope 1+2 emissions (market- tCO2eq. 414,644 -25% 301,983 based approach) Scope 3 emissions, Category 1: Purchased goods tCO2eq. 3,918,494 -12.30% 3,436,519 and services base year emissions *Data in the table includes glassworks in Orzesze, PL, as the targets were approved in 2022 when this plant was under CANPACK’s umbrella E1-5 Energy consumption and mix Indicator Unit 2022 2023 Total energy consumption related to own operations MWh 1,453,955 1,472,400 Total energy consumption from fossil sources MWh 787,143 769,897 Total energy consumption from nuclear sources MWh 0 0 Total energy consumption from renewable sources disaggregated by: MWh 666,812 702,503 Fuel consumption from renewable sources, including biomass (also comprising industrial and municipal waste of biological MWh 0 0 origin), biofuels, biogas, hydrogen from renewable sources, etc. Consumption of self-generated, non-fuel renewable energy MWh 4,277 4,119 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 200 Consumption of purchased or acquired electricity, heat, steam, and cooling from MWh 662,535 698,384 renewable sources [For undertakings with operations in high climate impact sectors] disaggregation of MWh 787,143 769,897 total energy consumption from fossil sources Fuel consumption from coal and coal products MWh 0 0 Fuel consumption from crude oil and petroleum products MWh 398,900 388,895 Fuel consumption from natural gas MWh 345,455 359,406 Fuel consumption from other fossil sources MWh 0 0 Consumption of purchased or acquired electricity, heat, steam, or cooling from MWh 42,787 21,596 fossil sources Non-renewable energy production and renewable energy production MWh 5,514 5,203 Non-renewable energy production MWh 1,237 1,085 Renewable energy production MWh 4,277 4,119 Net revenue from activities in high climate impact sectors USD Not reported Not reported Energy intensity associated with MWh/million activities in high climate impact sectors USD Not reported Not reported FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 201 E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions Indicator Unit 2022 2023 Gross Scope 1 GHG emissions tCO2eq. 299,765 306,272 Scope 1 emissions from the consolidated accounting group (the parent and tCO2eq. 299,765 306,272 subsidiaries) Scope 1 emissions from investees such as associates, joint ventures, or unconsolidated subsidiaries that are not fully consolidated in the financial statements of the consolidated accounting group, as well as contractual tCO2eq. 0 0 arrangements that are joint arrangements not structured through an entity (i.e., jointly controlled operations and assets), for which it has operational control Gross Scope 2 GHG emissions (market- based approach) tCO2eq. 10,128 6,812 Gross Scope 2 GHG emissions (location- based approach) tCO2eq. 386,584 379,260 Scope 2 emissions from the consolidated accounting group (the parent and tCO2eq. 10,128 6,812 subsidiaries) market-based approach Scope 2 emissions from the consolidated accounting group (the parent and tCO2eq. 386,584 379,260 subsidiaries) location-based approach Scope 2 emissions from investees such as associates, joint ventures, or unconsolidated subsidiaries that are not fully consolidated in the financial statements of the consolidated accounting group, as well as contractual tCO2eq. 0 0 arrangements that are joint arrangements not structured through an entity (i.e., jointly controlled operations and assets), for which it has operational control Gross Scope 3 GHG emissions tCO2eq. 4,580,775 3,181,626 Category 1: Purchased goods and services tCO2eq. 4,215,820 2,800,871 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 202 Category 2: Capital goods tCO2eq. 36,368 33,934 Category 3: Fuel- and energy-related activities (not included in Scope 1 tCO2eq. 70,324 80,664 or Scope 2) Category 4: Upstream transportation and distribution tCO2eq. 107,830 79,619 Category 5: Waste generated in operations tCO2eq. 34,102 30,281 Category 6: Business travel tCO2eq. 2,360 3,089 Category 7: Employee Commuting tCO2eq. 15,080 16,031 Category 9: Downstream transportation and distribution tCO2eq. 98,830 136,749 Category 13: Downstream leased assets tCO2eq. 61 388 Total GHG emissions (market-based approach) tCO2eq. 4,890,667 3,494,710 Total GHG emissions (location-based approach) tCO2eq. 5,267,124 3,867,158 Net revenue used to calculate GHG emissions intensity USD 3,584,621,000 3,705,687,000 Net revenue (other) USD 0 0 GHG intensity based on net revenue (market-based approach) kgCO2eq./USD 1.36 0.94 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 203 E3-4 Water consumption Indicator Unit 2022 2023 Total water consumption related to own operations m3 386,573 335,847 Total water withdrawals m3 3,000,242 3,042,084 Total water discharges m3 2,613,669 2,706,237 Total water consumption in areas at water risk, including areas of high-water stress m3 307,350 278,983 Total water recycled and reused m3 250,719 251,086 Water intensity (total water consumption in own operations in m3 per million EUR m3 Not reported Not reported net revenue) E5-4 Resource inflows Recycled content Unit 2022 2023 Aluminium can body % 61% 70% Aluminium can ends % 28% 36% Aluminium can tabs % 41% 55% Aluminium can – total % 55% 66% Glass bottles – flint % 33% 29% Glass bottles – green and amber % 45% 51% Glass bottles – total % 40% 40% FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 204 E5-5 Resource outflows Indicator Unit 2022 2023 Total amount of waste generated MT 136,676 130,642 Total amount of hazardous waste diverted from disposal MT 2,214 2,970 preparation for reuse MT 0 0 recycling MT 2,214 2,968 other recovery operations (composting) MT 0 2 Total amount of non-hazardous waste diverted from disposal MT 123,949 117,242 preparation for reuse MT 0 0 recycling MT 123,704 116,752 other recovery operations (composting) MT 245 490 Total amount of waste directed to disposal, with a breakdown by treatment types: MT 10,513 10,430 incineration MT 4,024 2,988 landfill MT 5,674 5,651 other disposal operations MT 815 1,791 Total amount of hazardous waste directed to disposal MT 3,979 3,306 Total amount of non-hazardous waste directed to disposal MT 6,534 7,124 Total amount of non-recycled waste MT 10,757 10,922 Percentage of non-recycled waste % 8% 8% Total amount of hazardous waste and radioactive waste generated MT 6,193 6,276 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 205 SOCIAL S1-6 Characteristics of the undertaking’s employees (based on headcount) Indicator 2022 2023 The total number of employees by headcount, and breakdowns by gender 7,805 7,804 Women 1,227 1,236 Men 6,578 6,568 The total number of employees by headcount, and breakdowns by region 7,805 7,804 Africa 180 163 Asia 1,136 1,052 Europe 5,059 4,937 North America 541 863 South America 889 789 Number of permanent employees, and breakdown by gender 7,670 7,659 Women 1,185 1,186 Men 6,485 6,473 Number of temporary employees, and breakdown by gender 135 145 Women 42 50 Men 93 95 Number of non-guaranteed hours employees, and breakdown by gender 245 244 Women 44 43 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 206 Men 201 201 The total number of employees who have left the undertaking during the reporting period 1,292 1,261 The rate of employee turnover 17% 16% S1-7 Characteristics of non-employee workers in the undertaking’s own workforce (based on headcount) Indicator 2022 2023 Total number of non-employees in the undertaking’s own workforce, i.e., either people with contracts with the undertaking to supply labour (“self-employed people”) 381 371 or people provided by undertakings primarily engaged in “employment activities” S1-8 Collective bargaining coverage and social dialogue Indicator Unit 2022 2023 For EEA countries – the overall percentage of its own employees covered by collective % 12% 12% bargaining agreements for each country Czech Republic % 0% 0% Finland % 0% 0% France % 100% 100% Netherlands % 100% 100% Poland % 0% 0% Romania % 0% 0% Slovakia % 0% 0% FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 207 UK % 0% 0% Outside the EEA countries: The percentage of its own employees covered by collective % 33% 29% bargaining agreements by region Africa % 100% 100% Asia % 0% 0% Europe % 29% 29% North America % 0% 0% South America % 85% 83% Global percentage of employees covered by workers’ representatives, reported at the country level for each EEA country in which % 83% 81% the undertaking has significant employment Finland % 100% 100% France % 100% 100% Netherlands % 100% 100% Poland % 75% 79% Romania % 97% 97% Slovakia % 100% 100% UK % 100% 100% FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 208 S1-9 Diversity metrics Indicator 2022 2023 The gender distribution in number at top management level Male: 2 Male: 2 Female: 1 Female: 1 The gender distribution in percentage at top management level Male: 67% Male: 67% Female: 33% Female: 33% The distribution of employees by age group under 30 years old – men 1,198 1,047 under 30 years old – women 225 188 30-50 years old – men 4,332 4,367 30-50 years old – women 797 812 over 50 years old – men 1,048 1,154 over 50 years old – women 205 236 Total 7,805 7,804 Total women 1,227 1,236 Total men 6,578 6,568 S1-12 Persons with disabilities Indicator 2022 2023 The percentage of persons with disabilities among the employees 1% 1% [Non-Compulsory disclosure] The percentage of employees with disabilities – women 1% 2% [Non-Compulsory disclosure] The percentage of employees with disabilities – men 1% 1% FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 209 S1-13 Training and skills development metrics Indicator 2022 2023 The percentage of male employees who participated in regular performance and career development reviews 75% 80% The percentage of female employees who participated in regular performance and career development reviews 85% 90% The average number of training hours per employee 15.84 12.57 The average number of training hours per employee – women 6.08 10.55 The average number of training hours per employee – men 15.26 11.69 S1-14 Health and safety metrics Indicator 2022 2023 The percentage of employees in the own workforce who are covered by the undertaking’s health and safety 100% 100% management system The percentage of people in the own workforce who are covered by the undertaking’s health and safety management system based on legal requirements and/or recognised 100% 100% standards or guidelines [Non-compulsory disclosure] The percentage of non-employees who are covered by the entity’s occupational health and safety 100% 100% management system The percentage of non-employees who are covered by the undertaking’s health and safety management system based on 100% 100% legal requirements and/or recognised standards or guidelines The number of fatalities as a result of work-related injuries and work-related ill health – employees 0 0 The number of fatalities as a result of work-related injuries and work-related ill health – non-employees 0 0 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 210 The number of fatalities as a result of work-related injuries and work-related ill health – other workers working on the undertaking's sites, such as value chain workers if they are 0 0 working on the undertaking's sites The number of recordable work-related accidents with regard to employees and non-employees in the undertaking’s own 63 54 workforce The rate of recordable work-related accidents with regard to employees and non-employees in the undertaking’s own 0.31 0.38 workforce With regard to the employees, the number of cases of recordable work-related ill health, subject to legal restrictions ND 0 on the collection of data With regard to the employees, the number of days lost to work-related injuries and fatalities from work-related accidents, 704 835 work-related ill health and fatalities from ill health S1-17 Incidents, complaints and severe human rights impacts Indicator 2022 2023 The total number of incidents of discrimination, including harassment, in the reporting period 0 0 The number of complaints filed through channels for people in the own workforce to raise concerns (including grievance mechanisms) and, where applicable, to the National Contact Points for OECD Multinational Enterprises related to the 27 36 matters defined in paragraph 2 of this Standard, excluding those already reported in disclosure above The total amount of fines, penalties, and compensation for damages as a result of the incidents and complaints disclosed above, and a reconciliation of such monetary amounts 0 0 disclosed with the most relevant amount presented in the financial statements FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 211 The number of severe human rights incidents connected to the workforce in the reporting period, including an indication of how many of these are cases of non-respect of the UN Guiding Principles on Business and Human Rights, ILO Declaration 0 0 on Fundamental Principles and Rights at Work or OECD Guidelines for Multinational Enterprises. If no such incidents have occurred, the undertaking shall state this Total amount of fines, penalties and compensation for damages for the incidents described above, and a reconciliation of the monetary amounts disclosed in the most 0 0 relevant amount in the financial statements. GOVERNANCE Indicator Unit 2022 2023 G1-3, Prevention and detection of corruption and bribery The percentage of functions-at-risk covered by training programmes; % 100% 100% G1-4, Confirmed incidents of corruption and bribery The number of convictions for violation of anti-corruption and anti-bribery laws # 0 0 The amount of fines for violation of anti- corruption and anti-bribery laws # 0 0 G1-6, Payment practice The average time to pay an invoice from the date when the contractual or statutory term of payment starts to be calculated, days Not reported 4.08 in number of days; The percentage of payments aligned with the standard terms. % Not reported 33.5% The number of legal proceedings currently outstanding for late payments; # 0 0 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 212 ECOVADIS No Question Unit 2021 2022 2023 General 1 Number of employees (Full time equivalents = FTE) # 7,123.27 7,773.70 7,763.76 Environmental KPIs Energy consumption and greenhouse gas emissions 2 Total energy consumption in MWh MWh 1,333,104 1,453,955 1,472,400 3 Total Scope 1 GHG emissions in metric tons CO2e tCO2eq. 292,207 299,765 306,272 4 Total Scope 2 GHG emissions in metric tons CO2e – market-based tCO2eq. 185,213 10,128 6,812 approach 5 Total Scope 2 GHG emissions in metric tons CO2e – location-based tCO2eq. 379,800 386,584 379,260 approach 6 Total greenhouse gas emissions (Scope 1 and 2) – market-based tCO2eq. 477,420 309,893 313,084 approach 7 Total greenhouse gas emissions (Scope 1 and 2) – location-based tCO2eq. 672,007 686,349 685,532 approach 8 Total Scope 3 GHG emissions in metric tons of CO2e tCO2eq. 4,987,356 4,580,775 3,181,626 9 Total gross Scope 3 Upstream GHG emissions tCO2eq. 4,799,184 4,481,883 3,044,489 10 Total gross Scope 3 Downstream GHG emissions tCO2eq. 188,172 98,891 137,137 11 Total amount of electricity purchased MWh 602,153 662,535 698,384 12 % of electricity purchased from renewable energy sources % 40% 100% 100% FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 213 13 Total renewable energy consumption MWh 245,654 666,812 702,503 14 Total renewable energy consumption % 18% 46% 48% Waste management 15 Total weight of non-hazardous waste MT 115,781 130,483 124,366 16 Total weight of waste recovered MT 107,861 126,163 120,212 17 Total weight of hazardous waste MT 4,505 6,193 6,276 Water management 18 Total water withdrawals m3 2,398,051 3,000,242 3,042,084 19 Total water discharges m3 2,047,763 2,613,669 2,706,237 20 Total water consumption m3 350,288 386,573 335,847 21 Total amount of water recycled and reused m3 236,746 250,719 251,086 22 Total weight of water pollutants kg 762,961 790,584 825,865 Customer health and safety 23 # of callbacks # 0 0 0 24 % of customers informed on product health and safety % 100% 100% 100% Air pollution 25 Total weight of air pollutants kg 607,836 597,223 860,587 26 Level of SOx kg 129,646 69,300 68,509 27 Level of NOx kg 180,479 221,101 257,099 28 Level of noise dB 98 98 98 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 214 Product end-of-life 29 Total weight of recycled input Cans: 52% Cans: 55% Cans: 66% materials % Glass Glass Glass (AUG): 32% (AUG): 40% (AUG): 40% 30 % of cardboard packaging used with recycling symbols % 0% 0% 0% Other environmental KPIs 31 % of all operational sites for which an environmental risk assessment % 100% 100% 100% has been conducted 32 % of operational facilities certified ISO 14001, EMAS or against other environmental management % 72% 77% 74% standard Labour and human rights KPLs Employee health & safety 33 % of operational facilities with ISO 45001 certification % 72% 77% 74% 35 % of the total workforce across all locations represented in formal joint management-worker health & safety % 91% 91% 91% committees 36 % of sites for which a detailed health and safety risk analysis has been % 100% 100% 100% conducted 37 % of all employees who have access to personal protective equipment % 100% 100% 100% (PPE) 38 Number of lost time injuries, LTI # 47 33 34 39 Number of hours worked # 11,837,152 15,910,740 16,701,623 40 Number of days lost to work-related injuries, fatalities and ill health # 1,154 704 835 FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 215 41 Lost time injury frequency rate, LTIR # 3.97 2.07 2.04 42 Lost time injury severity rate, LTI # 0.10 0.04 0.05 43 Number of work-related accidents # 72 63 54 44 % of employees who have access to stress-relief program % 16% 16% 24% Working conditions 45 Ratio of the annual total compensation for the highest-paid Not Not Not Not individual, to the median annual reported reported reported reported total compensation for all employees 47 % of all employees at all sites with access to company health check % 100% 92% 92% 48 % of all employees at all sites with Not Not Not Not access to company pension scheme reported reported reported reported 50 % of all employees at all sites who completed a satisfaction survey % 0% 6% 16% 52 % of all employees who make use of flexible working time models % 16% 16% 16% 53 % of direct employees covered by a Not Not Not Not living wage benchmarking analysis reported reported reported reported 54 % of direct employees paid below Not Not Not Not living wage reported reported reported reported 55 % of all employees paid below living wage, including direct employees, Not Not Not Not individual contractors and reported reported reported reported dispatched workers 56 % of internal employees and contract workers paid below living Not Not Not Not wage reported reported reported reported 57 % of average wage gap for direct employees paid below living wage Not Not Not Not against a living wage benchmark reported reported reported reported FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 216 Social dialogue 59 % of the total workforce at all sites represented by officially elected % 66% 69% 67% employee representatives 61 % of all employees covered by a collective agreement % 23% 21% 20% Career management & training 62 Average training hours per employee per year # 8.88 15.84 12.57 64 % of the total workforce across all locations who received regular performance and career % 74% 77% 82% development reviews 66 % of total workforce across all sites who received career or skills-related % 45% 45% 48% training 67 % of total workforce at all sites that have received training on preventing discrimination and human rights % 0% 0% 0% violations 68 % of total workforce at all sites that have received training or education (internal or external) on % 67% 69% 80% environmental topics 70 % of total workforce trained on business ethics issues % 100% 100% 100% 72 % of all applicants at all sites to whom the transparent recruitment process concerning them is made % 100% 100% 100% available in writing 74 % of the total workforce at all sites for whom and with whom an individual development and career % 10% 11% 14% plan has been drawn up Human rights 75 % of sites with human rights risk assessment % 25% 21% 30% FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 217 76 # of confirmed child labour cases # 0 0 0 Prevention against discrimination and harassment 78 % of employed workers who are from minority groups and / or vulnerable groups in relation to the total % 4% 6% 8% organisation 80 % of employed workers who are from minority groups and / or vulnerable groups in management positions % 4% 4% 8% (excluding steering committee, board members) 81 Number of women (headcount = HC) # 1,053 1,227 1,236 82 % of women employed in relation to the entire company % 15% 16% 16% 85 % share of women in management positions (excluding Steering Committee, Executive Board % 25% 25% 25% members) 86 % of women within the organisation’s board % 33% 33% 33% 87 Average unadjusted gender pay gap Not Not Not Not reported reported reported reported 88 Number of reports on discrimination and harassment via whistleblower # 0 0 0 procedures Compliance KPIs Business ethics 89 Number of reports by means of whistleblower procedures # 18 27 36 90 Number of confirmed corruption cases # 0 0 0 91 Number of confirmed information security incidents # 0 0 0 92 % of all operating sites for which an internal audit / risk assessment on business ethics issues was % 0% 97% 97% performed FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 218 93 % of all operating sites with certified anti-corruption management system % 0% 0% 0% 94 % of all operating sites with an Information Security Management System (ISMS) certified to % 0% 0% 0% ISO 27000 (or other equivalent / similar standard) 95 % of total workforce trained on information security issues % 100% 100% 100% 96 Sites with sensitive transactions procedure % 100% 100% 100% 97 Sites with data breach procedure % 100% 100% 100% Sustainable procurement Supplier environmental practices and supplier social practices 1 % of targeted suppliers that have signed the sustainable procurement % 100% 100% 83% charter/supplier code of conduct 2 % of targeted suppliers with contracts that include clauses on environmental, labour, and human % 0% 0% 0% rights requirements 3 % of targeted suppliers that have gone through a CSR assessment % 100% 82% 64% (e.g. questionnaire) 4 % of targeted suppliers that have gone through a CSR on-site audit % 0% 0% 0% 5 % of targeted suppliers that have received training on sustainable % 100% 0% 100% procurement 6 % of targeted diverse suppliers (minority-owned or minority-led, women, disabled people, ethnic % 0% 0% 0% minorities or members of other discriminated communities) 7 % of targeted suppliers screened for environmental and social/human rights risks vs total number of % 100% 82% 64% targeted suppliers FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 219 8 % of audited/assessed suppliers engaged in corrective actions or % 0% 0% 0% capacity building 9 Information regarding conflict minerals (CMRT) available % 100% 100% 100% 10 % of buyers at all sites trained in sustainable procurement % 0% 0% 100% Reference to the sustainable development goals Target Description In the report Goal 2: End hunger, achieve food security and improved nutrition and promote sustainable agriculture. 2.1. By 2030, end hunger and ensure access by all people, in particular the poor and people in vulnerable situations, including infants, to safe, 2.5.2. nutritious and sufficient food all year round Goal 3: Ensure healthy lives and promote well-being for all at all ages. 3.4. By 2030, reduce by one-third premature mortality from non-communicable diseases through prevention and treatment 2.5.1. and promote mental health and well-being 3.9. By 2030, substantially reduce the number of deaths and illnesses from hazardous chemicals and air, water and soil pollution and 2.5.1., 2.3.6. contamination 2.3.7. 3.d. Strengthen the capacity of all countries, in particular developing countries, for early warning, risk reduction and management of 2.5.2. national and global health risks Goal 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all. 4.2. By 2030, ensure that all girls and boys have access to quality early childhood development, care and pre-primary education so that they 2.5.2. are ready for primary education 4.3. By 2030, ensure equal access for all women and men to affordable and quality technical, vocational and tertiary education, including university 2.5.2. FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 220 4.4. By 2030, substantially increase the number of youth and adults who have relevant skills, including technical and vocational skills, for 2.5.2. employment, decent jobs and entrepreneurship 4.7. By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable development, including, among others, through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of 2.5.1. peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development. 4.a Build and upgrade education facilities that are child, disability and gender sensitive and provide safe, non-violent, inclusive and effective 2.5.2. learning environments for all Goal 5: Achieve gender equality and empower all women and girls. 5.1. End all forms of discrimination against all women and girls everywhere 2.5.1. 5.2. Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types 2.5.1. of exploitation 5.c 5.c Adopt and strengthen sound policies and enforceable legislation for the promotion of gender equality and the empowerment of all women 2.5.1. and girls at all levels Goal 6: Ensure availability and sustainable management of water and sanitation for all. 6.2. By 2030, achieve access to adequate and equitable sanitation and hygiene for all and end open defecation, paying special attention to the 2.5.2. needs of women and girls and those in vulnerable situations 6.3. By 2030, improve water quality by reducing pollution, eliminating dumping and minimising release of hazardous chemicals and materials, halving the proportion of untreated wastewater and substantially 2.3.6. increasing recycling and safe reuse globally 6.4 . By 2030, substantially increase water-use efficiency across all sectors and ensure sustainable withdrawals and supply of freshwater to 2.3.6. address water scarcity and substantially reduce the number of people 2.5.2. suffering from water scarcity 6.a. By 2030, expand international cooperation and capacity-building support to developing countries in water- and sanitation-related activities and programmes, including water harvesting, desalination, 2.5.2. water efficiency, wastewater treatment, recycling and reuse technologies FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 221 6.b. Support and strengthen the participation of local communities in improving water and sanitation management 2.5.2. Goal 7: Ensure access to affordable, reliable, sustainable and modern energy for all. 7.3. By 2030, double the global rate of improvement in energy efficiency 2.3.1. Goal 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all. 8.4. Improve progressively, through 2030, global resource efficiency in consumption and production, and endeavour to decouple economic growth from environmental degradation, in accordance with the 10-Year 2.4.1. framework of programmes on sustainable consumption and production, with developed countries taking the lead 8.7. Take immediate and effective measures to eradicate forced labour, end modern slavery and human trafficking and secure the prohibition and elimination of the worst forms of child labour, including recruitment and 3.3. use of child soldiers, and by 2025 end child labour in all its forms Goal 9: Build resilient infrastructure, promote inclusive and sustainable industrialisation, and foster innovation. 9.4. By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and 2.4.2. industrial processes, with all countries taking action in accordance with their respective capabilities Goal 10: Reduce inequality within and among countries. 10.2. By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, 2.5.1, origin, religion or economic or other status 2.5.2. 10.4. Adopt policies, especially fiscal, wage and social protection policies, and progressively achieve greater equality 2.5.1. Goal 12: Ensure sustainable consumption and production patterns. 12.4. By 2020, achieve the environmentally sound management of chemicals and all wastes throughout their life cycle, in accordance with agreed international frameworks, and significantly reduce their release to air, 3.1. water and soil in order to minimise their adverse impacts on human health and the environment FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED KEY PERFORMANCE INDICATORS 222 12.5. By 2030, substantially reduce waste generation through prevention, 2.4.1., reduction, recycling and reuse 2.4.3., 3.1. 12.6. Encourage companies, especially large and transnational companies, to adopt sustainable practices and to integrate sustainability 3.1. information into their reporting cycle 12.8. By 2030, ensure that people everywhere have the relevant information and awareness for sustainable development and lifestyles in harmony 2.3.1. with nature Goal 13: Take urgent action to combat climate change and its impacts by regulating emissions and promoting developments in renewable energy. 13.3. Improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction 2.3.1. and early warning Goal 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels. 16.2. End abuse, exploitation, trafficking and all forms of violence against and torture of children 1.7.1. 16.5. Substantially reduce corruption and bribery in all their forms 1.7.1.,1.7.3. 16.8. Broaden and strengthen the participation of developing countries in the institutions of global governance 2.4.4. Goal 17: Strengthen the means of implementation and revitalise the global partnership for sustainable development. 17.16. Enhance the Global Partnership for Sustainable Development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to 2.4.4. support the achievement of the Sustainable Development Goals in all countries, in particular developing countries FEEL INFORMED FEEL RESPONSIBLE FEEL ENGAGED FEEL ASSURED SUSTAINABILITY REPORT 2024