Sustainability Report 2023



Legal notice: Responsibility for content lies with: Julius Blum GmbH, Industriestraße 1, 6973 Höchst, Austria, Tel. +43 5578 705-0, Project management and organisation: Johannes Hämmerle Coordination and editing: Caroline Egelhofer, Thomas Obermayr, Johannes Hämmerle Contents: Specialist divisions of Julius Blum GmbH Design and graphics: Dieter Bösch, Johannes Hämmerle Images: Julius Blum GmbH, Adobe Stock, pulswerk Gmbh Printing: Vorarlberger Verlagsanstalt GmbH, Dornbirn

Sustainability report 2023 6 Company profile Organisational structure and governance 8 Our products and services 9 Our production sites and sales locations 10 Our value chain 11 Our values and principles 12 Our approach and strategy 12 16 Sustainability at Blum Global challenges 18 Our proactive sustainability strategy 20 Sustainability management structure and monitoring 21 In dialogue with our stakeholders 22 Our contribution to the UN Sustainable Development Goals 26 Material topics 28 Standards and certifications 33 Network partnerships 35 36 Environment Energy consumption 39 Optimising our energy usage 40 Greenhouse gas emissions 42 Efficient use of materials and resources 45 Product packaging 49 Product sustainability 51 Responsible water usage 53 Waste management and recycling 54 Material and waste management 56 58 Social Spotlight on our people 60 Employee development 61 Work environment 62 Comprehensive apprenticeship training 66 Employee satisfaction 67 Knowledge and learning 68 The Blum Path: our comprehensive employee and organisational development strategy 70 Health and safety 75 Occupational health management 77 78 Governance Partnership across the supply chain 80 Blum Supplier Code of Conduct 81 Business processes and compliance 83 Our whistleblower system 85 Information security, data protection and confidentiality 85 86 GRI index 3

Standards and frameworks This report confirms our commitment to sustainability and has been published in preparation for meeting the requirements of the EU’s Corporate Sustainability Reporting Directive (CSRD). It has been produced in line with the reporting guidelines of the Global Reporting Initiative (GRI) and in accordance with the GRI Universal Standards 2021. These standards provide us with a foundation for comparisons and increase the credibility and transparency of the information contained in this report. To this end, a GRI content index containing a detailed list of all disclosures and references can be found at the end of the report. Moreover, we believe it is important to understand the wider context for our sustainability responsibilities and reporting. As a global company, we have therefore aligned our sustainability efforts with the UN’s Sustainable Development Goals (SDGs), further details of which can be found in the relevant chapter of this report. Contact Any questions about this report or sustainability at Blum more generally can be directed to This sustainability report has not been audited by an external party, but has been approved for publication by the Management Board. ➔ GRI 2-5 Scope of reporting and contents The information contained in this report covers the eight plants operated by Julius Blum GmbH in Austria. We do not, as yet, have sufficient data for our other production sites and sales locations and therefore plan to include these in future reports. This report also focuses specifically on the sustainability topics (and relevant management strategies) identified in our materiality assessment, as recommended by the GRI. This assessment was updated with the implementation of a double materiality assessment to ensure compliance with the requirements of the upcoming CSRD and also expanded to examine our fields of action in greater depth. The structure of the report reflects these material topics and addresses each of the ESG categories – environment, social and governance – in turn. Brief overviews are provided, setting out the importance of a particular topic and the action we as a business are taking to address it. The data contained in this report covers the 2022/2023 business year, which extends from 01/07/2022 to 30/06/2023. ➔ GRI 2-2, GRI 2-3 About this report This report has been compiled for the benefit of all our stakeholders and contains detailed information about the actions we are taking as a business to make our activities more sustainable. Under the tag line ‘moving ideas for sustainability’, we are working hard to promote sustainability across our company and address all relevant environmental, economic and social factors. Central to these efforts are two key questions: 1. What progress have we made so far on our sustainability journey? 2. W hat are our biggest challenges on the road to a sustainable and, most importantly, climate-neutral future? Sustainability report 2023 4 © Copyright by Blum

Sustainability report 2023 Being sustainable is about taking responsibility for protecting our future and creating a world where our children and our children’s children can thrive. As fathers and business leaders, we know that this responsibility lies with us. And it matters more now than ever before. The world we live in is changing fast and these changes are bringing with them enormous social, economic and environmental challenges. If we are to overcome these challenges, we must shift our focus to the long term and think and act more sustainably. We must stop defining ourselves by our short-term successes and financial results, and instead develop strategies and actions that ensure our business is making a real difference in the long term. We must have the courage to change and establish a clear vision for our business that puts sustainable products and services centre stage. How do we make this vision a reality? We produce high-quality, high-performance products that are built to last for as long as possible. We establish closed-loop cycles for our raw materials and waste products and scrutinise every aspect of our procurement chains for our raw materials. We prioritise climate-friendly transport and logistics solutions and work hard to minimise our environmental impacts. And we invest in new sites and infrastructure, always conscious of the need to make them as sustainable as possible by minimising the footprint of our buildings, installing smart energy management systems and creating green roofs to promote biodiversity. As one of the largest employers in a vibrant economic region, we also continue to make training opportunities for young people a top priority. And we continue to uphold our commitment to creating an open and friendly working environment where all staff feel valued regardless of their gender, sexual orientation, ethnicity or religion. In all these areas, we are continuously looking for ways we can do better – collecting ideas and taking targeted action to make our business more sustainable and fit for the future. We know that these are just the first steps and that there is still a long road ahead. But we’ll tread this path together. Each and every one of us. Because sustainability impacts us all, including future generations. Philipp Blum Martin Blum Foreword from the Managing Directors 5

Company profile Sustainability report 2023 Organisational structure and governance 8 Our products and services 9 Our production sites and sales locations 10 Our value chain 11 Our values and principles 12 Our approach and strategy 12 6 © Copyright by Blum MOVING IDEAS FOR SUSTAINABILITY


Company profile Julius Blum GmbH is a family-owned company that operates worldwide, specialising in the manufacture and distribution of furniture fittings. Our main product groups are lift, hinge, pull-out and pocket systems for furniture. To make life easier for our customers and partners, we also offer supplementary assembly devices and services to support marketing, purchasing, manufacturing and assembly processes for our products. The company has more than eight plants in the Vorarlberg region of Austria, along with production sites in Poland, Brazil, China and the USA. We also have 32 subsidiaries and representative offices around the world, which distribute our products and services to customers in more than 120 markets. Organisational structure and governance The Blum Group is an owner-managed family company. Its managing directors Martin Blum and Philipp Blum each have a 26% share in the business and the remaining 48% is held by the Blum Private Foundation. The highest management body within the Blum Group is the Executive Board of Blum Group Holding GmbH, which is sole shareholder in Julius Blum GmbH, the highest-rank operationally active company within the Group. Both managing directors of Julius Blum GmbH (hereinafter ‘the Managing Directors’) belong to the owner family, share equal rights with regard to the business and are appointed for an indefinite period. The Management Board of Julius Blum GmbH is appointed by Blum Group Holding GmbH as sole shareholder. Both the Managing Directors are members of the Management Board. The Supervisory Board of Julius Blum GmbH has six members, two of whom are selected by the works council to represent the interests of the employees, while the Supervisory Board of Blum Group Holding GmbH has three members. In accordance with the legislation (Section 22 of the German Act on Limited Liability Companies (GmbHG)), the Managing Directors Martin Blum and Philipp Blum are responsible for establishing the governance structure of Julius Blum GmbH, including the creation of the various specialist divisions. The heads of these divisions and the members of the Management Board together form the internal Corporate Management Group, which is responsible for the operational management of Julius Blum GmbH. ➔ GRI 2-9, GRI 2-10, GRI 2-11, GRI 2-15, GRI 2-16, GRI 2-19 Company profile 8 © Copyright by Blum

Company profile Our products and services Our business operations focus on the manufacture and distribution of lift, hinge, pull-out and pocket systems and motion technologies, as well as the provision of supplementary assembly devices and other support services. The following product groups lie at the heart of our business: Our mission is to create innovative and high-quality products that make a lasting difference to the way our customers live their lives. We are committed to finding the best possible solutions for our customers’ requirements and are therefore continually looking for ways to improve our products. This includes keeping a close eye on more general lifestyle and furniture trends – e.g. optimised storage solutions, smart furniture and the home of tomorrow – and using these insights to create new product groups and variants featuring innovative motion technologies such as soft-close or electronic opening mechanisms. We pride ourselves on delivering a comprehensive service for our business customers and manufacturers and on making their lives as easy as we can. That’s why we offer an extensive range of services and assembly devices to support our customers in their marketing, purchasing, planning, manufacturing and assembly work. These include our online Cabinet Configurator and MINIPRESS top drilling and insertion machine featuring our EASYSTICK automatic ruler system. ➔ GRI 2-6 Lift systems Our AVENTOS lift systems come in many different variants including our bi-fold lift systems, up & over lift systems, lift ups and stay lifts. Hinge systems Our extensive range of hinge systems includes stand-out products such as our latest generation CLIP top BLUMOTION hinge with integrated soft-close mechanism and excellent compatibility with different opening angles. Pull-out systems We offer box systems (LEGRABOX, MERIVOBOX, TANDEMBOX) for metal drawers and also runner systems (MOVENTO, TANDEM) for wooden drawers. Pocket systems Entire furniture units can be cleverly concealed with the help of our REVEGO slide-in door system. 9

Company profile Blum Azerbaijan Blum Australia Blum Brazil Blum China Blum Germany Blum France Blum Greece Blum Hong Kong Blum India Blum Indonesia Blum Canada Blum Kazakhstan Blum Malaysia Blum Mexico Blum New Zealand Blum Norway Blum Poland Blum Portugal Blum Romania Blum Sweden Blum Switzerland Blum Singapore Blum Slovakia Blum South Africa Blum Czech Republic Blum Tunisia Blum Türkiye Blum UK Blum Ukraine Blum Hungary Blum USA Blum Vietnam Blum Poland Blum China Blum Brazil Blum Austria Our production sites and sales locations The Blum Group currently has 32 subsidiaries and representative offices serving its customers across the globe. We also have eight plants in the Vorarlberg region of Austria and four production sites in Poland, Brazil, China and the USA supplying products for 120 markets around the world. ➔ GRI 2-1 Blum USA 10 © Copyright by Blum

Company profile Our value chain Our core business is the development, manufacture and distribution of functional fittings for the furniture industry. Ultimately, we want to make end consumer’s lives easier and more comfortable by supplying opening and closing solutions for pull-outs, lift systems and doors as well as associated motion technologies. However, the process of getting a hinge, lift system or roller runner finally installed in a kitchen, living room or bathroom is a complex one involving several stages. For us, it is vital that we keep the entire value chain in mind – from the procurement of the raw materials right through to the assembly of the finished product. We firmly believe that Blum products and services should benefit everyone involved at each stage of the value chain. For end consumers of the furniture products, this means that their furniture not only looks great but is also highly functional. For cabinet makers, it means that units are easy and convenient to assemble. For salespeople it means that they always have convincing selling points to hand, and for furniture manufacturers it means access to innovative product systems and efficient manufacturing processes. Our aim at every stage is to minimise any negative impacts of our business activities and create long-term added value, be that financial, environmental or social. It is a commitment that we uphold throughout our value chain, a simplified diagram of which can be seen below: The process up to the point when a product is finally installed in the end consumer’s home can be divided into several stages. The first is the procurement process, which involves sourcing all the necessary resources, raw materials, semi-finished components, auxiliary materials and supplies (more information in ‘Responsible purchasing’ chapter). This is followed by the production process, which includes both the manufacturing of individual product components and the assembly of those components to produce the finished product. Once complete, the products are put into storage, at which point efficient logistics and warehouse management come into play, including the provision and management of the relevant infrastructure. Finally, the products enter the distribution process, where they are delivered to our direct customers, retail partners and industrial manufacturers using the most efficient – and environmentally friendly – means possible. At all stages, we seek to put our customer’s specific requirements centre stage, e.g. with respect to the product design, the manufacturing possibilities and the range of products (and product variants) that we offer. We also take into account the requirements of the end consumers who will use the furniture during the use phase and whose lives we ultimately want to make easier and more comfortable. At the end of its product life, the furniture is ultimately disposed of – ideally using a professional recycling service. ➔ GRI 2-6 Resources Blum Direct customers Indirect customers Use phase End of product life Procurement process Production process Distribution process – Raw materials – Energy – Semi-finished components – Operating materials and supplies – Component manufacturing – Assembly – Warehouse management – Distribution – Industrial manufacturers – Distributors – Cabinet makers – Furniture users – End of product life 11

Company profile As a company, we continue to uphold the values and principles first established by our founder Julius Blum. Our value system is underpinned by two fundamental principles that lie at the heart of all our operations. By consistently upholding our values and principles in our everyday operations, we demonstrate the type of business that we are and confirm our position as a reliable business partner. Our sustainability agenda is an important part of this. We see no tension between economics and the environment. On the contrary, we believe that by pursuing sustainable business practices, we benefit both our bottom line and the planet. For us, preserving our natural resources for future generations is both a necessity and an opportunity, which is why we are working to help build a better future wherever we can. Our values and principles Our approach and strategy We need to ensure the company has a long-term future for the sake of our employees. We pursue a long-term financial policy in order to maintain financial independence and thus freedom of choice for our company for as long as possible. Stability and reliability are central to our approach to our everyday business operations. Our business strategy reflects this approach and unites it with our values and purpose as a business. Company identity and organisation We see our company as a living organism that must adapt rationally and transparently to developments in the short, medium and long term and modify its structures as best possible to maximise the added value we deliver. By creating networks of employees based on available resources and skill sets, we seek to promote the principles of strong collaboration and shared dialogue, without losing sight of employees’ core workplace responsibilities. The dynamic nature of these networks ensures that overarching topics, such as sustainability, remain front of mind and that the right people come together to address these issues, including from outside the business (see ‘Spotlight on our people’ chapter). 12 © Copyright by Blum

Company profile Employee and organisational development (the Blum Path) The all-round development of our employees and company is our top priority at Blum. The Blum Path is our shared commitment to achieving these development goals. It provides us with both guidelines and targets and, as such, is an important component of our social sustainability efforts (see ‘Knowledge and learning’ chapter). Strategies, trends and innovation We continually develop our strategies in response to ongoing changes in our everyday business activities. However, it is important that we also look ahead to ensure that our company is ready to tackle future opportunities and challenges. We therefore take the time to develop and implement our strategies as part of a collective process. We have created a network within the business and with some select market organisations that continuously monitors the latest trends (e.g. lifestyle, societal, economic and environmental) and assesses their potential impact for our company, including outside of our current core business. We talk transparently about any relevant trends within the company, and our trend network collaborates closely with our innovation network to ensure that these trends are integrated into our work. For us, innovation is the key to safeguarding our future because it empowers us to make continual improvements across all areas of our business. It also requires us to invest consistently in research and development. Thanks to this investment, over many years, we have cemented our position as a pioneering industry leader. Many of our product developments are considered milestones in furniture manufacture. For example, in May 2013, the hinge variant of our multiple award winning BLUMOTION soft-close system for pull-outs, doors and lift systems was awarded the European Inventor Award by the European Patent Office (EPO). We also rank consistently among Austria’s top innovators year on year and have been granted over 2,100 patents worldwide. 13

Company profile Quality policy Our comprehensive quality policy underlines our commitment to meeting the requirements of our partners and customers, while also continuing to improve as a company. The central pillars of our quality policy help guarantee the long-term future of our business and, as such, remain unchanged: – Customer focus: Our mission is to create products, services and processes that deliver real benefits and added value for our customers and partners. We are committed to working together with them to deliver our vision for our highperformance, innovative and high-quality products and services. – Innovation: Our innovation work is based on proactive engagement with our customers and partners so that we have a clear understanding of their requirements with respect to our products, services and processes. The knowledge and experience we gain through the innovation process are central to our quality policy. – Continual improvement: We are always looking for ways to improve our existing operations and asking questions of ourselves as a company. It is crucial for us that we maintain open feedback channels with our customers and partners, since this information is key to improving all aspects of our business. – Employee focus: The success of our business depends fundamentally on the dedication of our employees and their sense of identity with the Blum brand. By creating a climate of mutual trust and open dialogue, we hope to nurture a strong sense of commitment and loyalty among our staff. All employees are expected to uphold Blum’s high quality standards through their actions. 14 © Copyright by Blum

Company profile Sustainability At Blum, we believe that preserving our natural resources for future generations is both a necessity and an opportunity. We understand that economic and environmental performance must go hand in hand if we are to run our business sustainably, which is why we are committed to doing everything we can to help build a better future (see ‘Sustainability at Blum’ chapter). Code of Conduct and Internal Control System Our Code of Conduct and Supplier Code of Conduct set out the key values that underpin our business. These policies ensure that our values, which are fundamental to our corporate culture and company identity, are upheld as a binding commitment by all employees and contractual partners involved in Blum’s business operations. Together with the applicable legislation and other mandatory regulations, our Code of Conduct serves as a guideline and decision-making tool in all matters relating to correct conduct in our day-to-day business. Our Supplier Code of Conduct, meanwhile, sets out our expectations for the conduct of our suppliers and other supply chain partners (see ‘Partnership across the supply chain’ and ‘Business processes and compliance’ chapters). ➔ GRI 2-23 The purpose of our Internal Control System (ICS) is to ensure that everyone understands and follows all applicable rules and regulations within our company. In implementing this system, we aim to optimise our processes and procedures and also prevent any damage that could be caused by employees or third parties. The Internal Control System comprises both preventive measures that are directly incorporated into our business processes (e.g. segregation of duties in line with the four-eyes principle or access and authorisation rights in IT systems) and process-independent monitoring in the form of internal and external audits. 15

Sustainability at Blum Sustainability report 2023 Global challenges 18 Our proactive sustainability strategy 20 Sustainability management structure and monitoring 21 In dialogue with our stakeholders 22 Our contribution to the UN Sustainable Development Goals 26 Material topics 28 Standards and certifications 33 Network partnerships 35 16 © Copyright by Blum MOVING IDEAS FOR SUSTAINABILITY


When it comes to sustainability, there is no quick fix – no simple switch that can be flicked or short-term project that can be wrapped up quickly. Sustainable business practices are vital for the future of our business, but they are also a long-term commitment that requires stamina and a fierce determination to succeed. That said, determination alone is not enough. If we are to play our part in a sustainable transition, we need a clearly defined roadmap. We must commit to achieving each of the steps along the way and keep finding new and better ways of running our business. Sustainability at Blum Sustainability at Blum Global challenges Today’s world is full of complex challenges that require immediate solutions – not least the global challenges associated with the climate emergency. Faced with these challenges, numerous businesses and entire industries are shifting their priorities away from a profit-driven approach, where success is defined solely by their bottom line, and moving towards more responsible business models. Businesses focused purely on financial gain are fundamentally out of step with today’s changing world. Instead, companies need to set clear goals and take targeted steps to address the wide-ranging environmental, social and governance challenges we face. At Blum, we understand this and are responding with tangible action across all areas of our business. Every single one of us matters, because sustainability concerns us all. Philipp Blum, Managing Director 18 © Copyright by Blum

Sustainability at Blum Environmental challenges Even at our own business sites, we are already seeing some of the impacts of the climate emergency. As a company within the metalworking industry, we understand that we have an important responsibility to reduce our environmental impacts and emissions across our supply chain together with all our partners. We take this responsibility very seriously. For instance, we are working intensively to increase the lifespan of our products further by putting product quality centre stage. We are promoting closed-loop material cycles, from our responsible and sustainable procurement practices right through to our recycling systems within production. And we are working to maximise our energy efficiency and opting to use renewables (hydropower, solar and biogas) to power our infrastructure, production facilities and transport operations across all our Austrian sites. Social challenges As the largest employer in the Vorarlberg region of Austria, we are conscious of our responsibility towards our employees and wider society. In particular, we understand the need to address current trends such as demographic change and its impact on the employment market and the growing shortage of skilled workers. To help us tackle these challenges, we maintain extensive and respectful channels of communication with our employees and are rewarded, time and again, with valuable feedback and long-lasting loyalty to our company, which only serve to reinforce our belief in this constructive two-way dialogue. Equal opportunities, diversity and zero-tolerance of discrimination in the workplace are all fundamental principles that underpin our corporate culture. Likewise, as defined in our Code of Conduct, we consider human rights, fair working conditions and compliance with minimum social standards to be central pillars of our business partnerships and we work together with our partners to address these issues though dialogue based on mutual understanding and respect. Economic challenges As a family business, our financial priorities are to secure the long-term revenue of our company for the benefit of our employees and to maintain our financial independence and consequently freedom of choice in how we run our business. We are also conscious of the need to keep pace with the latest developments in national and international legislation. These changes can be challenging but we see them as an opportunity to push ahead with the sustainable transformation of our business and the industry as a whole. For example, the EU-wide standardisation of the requirements for sustainability reporting under the Corporate Sustainability Reporting Directive (CSRD), the EU Taxonomy Regulation and the upcoming Corporate Sustainability Due Diligence Directive (CSDDD) provides us with an incentive to engage more intensively with sustainability topics in future. We are therefore already working hard to optimise our processes, such as our data collection methods, to ensure our organisation is compliant with the new legislation. 19

Sustainability at Blum Our proactive sustainability strategy At Blum, we believe that it is vital to conserve our natural resources for future generations. We also believe that sustainable business practices are only possible if we strike the right balance between economic, environmental and social factors. This holistic approach is central to our sustainability agenda, which forms a core component of our overall business strategy. Our business strategy defines our company’s values, business direction and purpose and sets out strategies for each area of our business. In line with this company philosophy, our sustainability strategy defines our long-term vision for how we as a business intend to contribute to the UN’s 17 Sustainable Development Goals (SDGs), including in our everyday operations. ➔ GRI 2-22 High quality standards Our core business is to produce high-quality, highly functional and user-friendly products that are built to last. In doing so, we seek to use resources carefully and avoid any damaging impacts on the environment. Trusted partner We show respect towards the people and organisations with which we are associated. The health and safety of those around us is of utmost importance to us. Innovation for the long-term By thinking long-term, we can develop innovative ideas for new products, services and business models. If these ideas prove to be feasible and profitable, then we look to incorporate them into our investment decisions. Committed to sustainability We are committed to responsible growth. Ecological and social sustainability are just as important to us as the financial health of our company, and this belief is reflected in our investment decisions. Source: Excerpt from Blum business strategy 20 © Copyright by Blum

Sustainability at Blum Sustainability management structure and monitoring To manage, monitor and advance Blum’s strategic actions and targets on sustainability, the Corporate Management Group of Julius Blum GmbH (more information in the ‘Company profile’ chapter) has established a Sustainability steering team, which provides regular progress reports. One of the members of the Corporate Management Group is also a member of the Sustainability steering team, which means certain strategic interventions can be made directly by the steering team. All sustainability measures, both general and case-specific, are approved by the Corporate Management Group before being implemented by the Sustainability steering team or the relevant specialist team within the company. The company’s strategic sustainability targets are defined in advance with input from the Corporate Management Group and in line with Blum’s company values. Based on these company-wide targets, the Corporate Management Group also defines specific strategic targets for implementation within the individual specialist divisions. As company owners, both Managing Directors are stakeholders in this process. In addition, the Corporate Management Group has created an integrated management system (IMS) committee which is responsible for establishing, implementing and monitoring the various management systems needed to meet the company’s sustainability targets. The IMS committee comprises the heads of the relevant specialist divisions and is led by our Head of Quality. Its remit includes the following areas: quality, environment, energy, AEO (authorised economic operator), customs duties, sanctions, internal control systems (in line with Section 22 of the Austrian Act on Limited Liability Companies (GmbHG)), risk management, health and safety and information security. The IMS committee reports directly to the Corporate Management Group of Julius Blum GmbH. The relevant systems and functionality are also audited by the internal audit team on an ad hoc basis and external audits are conducted for certain specialist divisions. The purpose of networks like the IMS committee is to bring together staff members from different specialist areas, each with primary responsibility and reporting obligations for their own area but with a wider shared responsibility. The Management Board meets weekly and the Corporate Management Group meets monthly, while other committees and steering teams meet for a specific reason and/or to discuss a particular business need. Committees and steering teams report regularly to the Corporate Management Group (as the employer) and also usually include at least one member of the Corporate Management Group. ➔ GRI 2-12, GRI 2-13, GRI 2-14, GRI 2-17 21

Sustainability at Blum In dialogue with our stakeholders The motivation for our sustainability efforts and actions is twofold: naturally, we want to demonstrate our commitment to sustainable business practices, but we also want to respond to the needs and expectations of our stakeholders – i.e. all parties that have a personal and/or professional interest in our company, are impacted by the actions of our business or have influence over its future development. We therefore need to identify and classify our various stakeholder groups – i.e. whether they are impacted by or have influence over our business – so that we can understand their needs and requirements, and, in doing so, ensure we are setting the right targets, making the best possible decisions and taking the most effective action. The following diagram shows Blum’s main stakeholder groups: ➔ GRI 2-29 22 © Copyright by Blum

Sustainability at Blum Internal External Owners Customers Employees Suppliers/strategic partners Works council Networks Supervisory Board Authorities/legislators Public/media Communities/neighbours External Internal Public/media Communities/neighbours Suppliers/strategic partners Owners Supervisory Board Networks Customers Works council Authorities/legislators Employees 23

Sustainability at Blum Stakeholders Description Customers With our products and services, we aim to deliver lasting benefits and added value for our customers around the world. We are committed to developing sustainable products with a highly functional, durable and aesthetically pleasing design. We therefore maintain personal contact and regular communication with our customers to ensure we are best placed to understand their needs and develop solutions in collaboration with them. Frequency of interaction: ongoing or ad hoc Dialogue format: customer consultations, real-life kitchen observations, audits, complaints handling Employees Our employees are the driving force behind our company and central to our long-term success. We therefore seek to maintain open, honest and equitable lines of communication with all our staff. If we are to achieve our collective goals and, at the same time, promote the personal development of each individual employee, we must create jobs that make sense for us as a business but are also challenging for our employees and give them a certain scope of influence. More detailed information about our approach can be found in the ‘Spotlight on our people’ chapter. Frequency of interaction: ongoing Dialogue format: employee information, employee events, day-to-day operations Owners As an international family company, we believe that sound environmental practices are ultimately good for business. We consider it our responsibility to look after both people and the planet and are committed to playing our part, not least because responsible and sustainable business practices are vital to the longterm future and financial independence of our company. Together, our Managing Directors hold a majority share in our parent company Blum Group Holding GmbH and, as the biggest shareholder, the Blum Private Foundation has a permanent seat on the Supervisory Board. This means the company owners are kept informed of any sustainability actions and business developments and can make strategic interventions where necessary. Frequency of interaction: regular Dialogue format: discussions, meetings, personal conversations at company premises Works council As the mouthpiece for the Blum workforce, the works council is actively involved in the company’s sustainability efforts. Frequency of interaction: ad hoc Dialogue format: employee events, provision of information, advisory support Suppliers/strategic partners Our suppliers and strategic partners have an important interest in and major influence over Blum’s business activities. We are committed to building long-term business partnerships where all partners are considered equal and work together to develop solutions and accelerate innovation and research. We expect our partners to share our sustainable approach and commitment to environmental, social and governance (ESG) standards and work together with them to promote these standards across our value chain. Frequency of interaction: regular Dialogue format: annual reviews and employee development dialogues, discussions, training, supplier surveys and audits 24 © Copyright by Blum

Sustainability at Blum Stakeholders Description Public/media The way we communicate with the public and the media plays a key role in shaping external perceptions of our company. We take pride in being transparent and authentic in our communications and therefore actively promote dialogue with these stakeholders. Frequency of interaction: regular Dialogue format: press conferences and press releases, trade fair appearances, interviews, one-on-one discussions, media enquiries Communities/neighbours With eight sites in Vorarlberg, Austria, our company is firmly rooted in the local region and believes strongly in building good relationships with our surrounding communities and neighbours. We work together with local communities to develop sustainability initiatives that benefit us all, such as green transport solutions and measures to keep emissions from our facilities as low as possible. Plans and solutions for specific company sites are developed in collaboration with the surrounding communities. Frequency of interaction: regular Dialogue format: personal conversations, neighbourhood discussions, press conferences Supervisory Board The Supervisory Board is the highest governance body within our company and is kept regularly informed of any sustainability actions and targets and progress towards these. Frequency of interaction: regular Dialogue format: regular schedule of Supervisory Board meetings Networks By joining partnerships and networks and actively participating in discussion forums dedicated to sustainability topics, we have the opportunity to exchange ideas with other businesses facing the same challenges as us. Industry and trade associations are, for instance, a valuable source of information and also an important platform for developing shared solutions to environmental and business challenges. Frequency of interaction: ongoing, ad hoc Dialogue format: planned events and networking opportunities (general and subject-specific) Authorities/legislators We are committed to ensuring compliance with legislative requirements, meeting our reporting obligations towards the regulatory authorities and completing any mandatory audits required by law across all areas of our business – and sustainability is no exception. We maintain open, honest and direct lines of communication with all authorities and consider this a fundamental part of running a responsible business. Frequency of interaction: ongoing, ad hoc Dialogue format: governmental reporting systems, interactions with local authorities (site development plans), mandatory audits (emissions) 25

Sustainability at Blum Our contribution to the UN Sustainable Development Goals In 2015, the UN published its 2030 Agenda for Sustainable Development. At its heart are 17 Sustainable Development Goals (SDGs) and 169 sub-targets intended to promote sustainable development across three dimensions: social inclusion, economic growth and environmental protection. Overcoming the challenges in all three of these areas requires both new partnerships and innovative approaches. At Blum, we use the 2030 Agenda as a guideline to inform our wide-ranging sustainability activities. We are determined to play our part in building a sustainable future and have therefore chosen to focus our efforts on those SDGs where we, as a manufacturer and distributor of furniture fittings, can have the most impact. – Protecting the health, wellbeing and social security of employees (workplace ergonomics, occupational health management) – Ensuring products are high-quality, safe and ergonomic to use (focus on customers) – Pursuing a holistic approach to knowledge and learning across the company – Providing comprehensive training and education (learning and development opportunities, Blum Path, qualifications, personal responsibility and social skills, future prospects) – Delivering exceptional apprentice training (participation in national and international championships) – Creating a working environment with zero tolerance of discrimination and prejudice and with open and equitable lines of communication – Promoting equal opportunities and diversity – Ensuring equal access to a range of career paths for young women and men – Conserving resources and improving efficiency of water use (closed-loop water cycles) – Monitoring wastewater management and discharge – Energy and resource efficiency increased – Using renewables – Expanding and improving environmental and energy management practices – Pursuing responsible growth – Establishing humane working conditions and work processes – Implementing proactive health and safety protocols – Providing company healthcare – Optimising use of resources right from product development stage – Incorporating sustainability criteria into innovation and development process – Implementing efficient production processes (modern infrastructure, continuous monitoring) 26 © Copyright by Blum

Sustainability at Blum – Acting as a sustainable partner and delivering added value to local region – Implementing mobility plans to reduce use of private transport in local region – Reducing total amount of waste generated (prevent, reuse, recycle) – Using recycled materials – Implementing closed-loop cycles – Increasing usage rate for raw materials – Improving corporate carbon footprint (Scope 1, 2 & 3 emissions) – Optimising and reducing emissions throughout product lifecycle (product carbon footprint) – Implementing climate-friendly transport logistics (switching to greener energy sources) – Promoting sustainable and responsible procurement of resources – Implementing waste management plans (waste recovery, recycling) – Taking action to improve biodiversity – Strengthening compliance structures – Upholding Blum Code of Conduct and Supplier Code of Conduct – Providing whistleblower system (Blum Integrity Line) – Defining sustainability criteria for supplier evaluations – Participating in networks (promoting dialogue around sustainable development) 27

Sustainability at Blum We first defined the material topics that provide the foundation and framework for our sustainability management strategy in 2021. A year later, in 2022, we teamed up with external experts to conduct a double materiality assessment in line with the upcoming requirements of legislation such the EU’s Corporate Sustainability Reporting Directive (CSRD) and the European Sustainability Reporting Standards (ESRS). As a key requirement for sustainability reporting in line with recognised international standards such as the Global Reporting Initiative (GRI) and the CSRD, this materiality assessment provides the focus for our strategic sustainability planning. The structured assessment process enables us to identify the key sustainability topics both for our company and for our stakeholders. It also provides us as a business with the opportunity to address these topics and identify potential improvements we can make across many different areas. ➔ GRI 3-1 Material topics 28 © Copyright by Blum

Sustainability at Blum Research and analysis The team of external experts first helped us to analyse our upstream and downstream value chain and create a provisional list of material topics. This ‘long list’ provided an overview of all the key areas where our operations have a notable impact in terms of the environment, society and governance (ESG). We then categorised and consolidated our long list based on ESG criteria to create a ‘consolidated list’ of 13 potential material topics. Assessment Next, we analysed our potential material topics to assess how they each impact our business financially (outside-in perspective) and conversely how our activities in each area impact on society and the environment (inside-out perspective). This assessment was completed by the relevant stakeholders with the help of the external experts. We also conducted a stakeholder survey to gather their perspectives on the potential material topics. Definition of material topics Finally, we combined our list of potential material topics with the results of our outside-in and inside-out assessments and stakeholder survey, before summarising the findings in a materiality matrix. In line with the principle of ‘double materiality’, this matrix gives equal weighting to stakeholder views and the inside-out and outside-in perspectives and is based on the three standard components of a double materiality assessment: – Sustainability impact assessment (inside-out) – Financial impact assessment (outside-in) – Stakeholder survey Step 1: Research/analysis Step 2: Assessment Step 3: Material topics 29

Sustainability at Blum Analysing our environmental and social impacts (Sustainability impact assessment (inside-out)) The purpose of an impact assessment is to estimate the impact of our business operations on both people and the planet. To conduct this assessment, we first identified all potential impacts – current, future, positive and negative – and performed an initial analysis with the help of external experts. Based on these findings, we established a consolidated list of 13 potential material topics relating to environmental, social and governance (ESG) factors. We then described each of these 13 topics and, for those where negative impacts were identified, analysed them in terms of their scale, scope and irremediability using weighting factors of 0 to 5. Those material topics with a higher weighting (threshold) were identified as being more significant. Analysing the financial impacts on our business (Financial impact assessment (outside-in)) In addition to assessing a company’s environmental, social and governance impacts, a double materiality assessment also takes into account the potential financial impact of different topics on the company’s operations. For our assessment, we started by defining the worst-case scenarios for each of our 13 potential material topics based on a roughly 10-year timeline. These scenarios were then finalised with the help of external experts and 13 members of the Corporate Management Group were selected to complete the assessment in the form of an online questionnaire. The assessment focused on two areas: – financial impacts in terms of capital goods (access to resources, continued use); and – financial impacts in terms of stakeholder dependencies. These were assessed using a weighting factor of 0 to 4 for the different dimensions and scenarios. 30 © Copyright by Blum

Sustainability at Blum Analysing stakeholder perspectives (Internal stakeholder survey) Stakeholder input is vital to the process of defining and prioritising material topics. In our case, based on the results of our 2021 stakeholder survey (which involved both internal and external stakeholders), we decided only to include internal stakeholders in our assessment. Participants were selected from a wide range of areas to ensure that as many different viewpoints as possible were represented and that the results painted a realistic picture of all stakeholder perspectives. Initially, the stakeholders were asked to rate all the material topics on the ‘long list’ from 1 (not important) to 6 (very important). They were then asked to put the five topics considered most important by stakeholders in order of priority. Materiality matrix The results of the materiality assessment, as presented by the Sustainability steering team, can be seen below: The diagram above shows the results of our materiality assessment and the threshold – determined in collaboration with internal and external experts – that we used to define the material topics to be included in our sustainability reporting. – Y-axis: Sustainability impact assessment (inside-out) – X-axis: Financial impact assessment (outside-in) Outside-in Material topics Non-material topics Inside-out Energy and climate impact Employee satisfaction Environmental impacts in the upstream value chain Corporate environmental impacts Commercial waste and product end of life Customer satisfaction and consumer protection Local community engagement across the value chain Business processes and compliance Employee rights Diversity and equality Human rights in the upstream value chain Water and effluents Size of circle indicates relevance of topic from stakeholders’ perspective Health and safety low low high high 31

Sustainability at Blum List and description of material topics Material topic Short description Energy and climate impact As an industrial company, we are conscious of our responsibility to protect the environment and we continue to work hard to minimise the environmental impacts of our business. Our actions in this area include: promoting more efficient use of resources and reusing resources as part of closed-loop cycles; pursuing a comprehensive energy management strategy focusing on replacing fossil fuels with renewables (our current energy mix includes 79% renewables) and at the same time reducing our general energy consumption (e.g. through waste heat recovery in production); and converting our fleet of internal trucks to climate-friendly biogas sourced from the local region. Thanks to all these actions, we are gradually reducing our emissions and carbon footprint. Environmental impacts in the upstream value chain At Blum, we minimise our potential upstream environmental impacts by selecting responsible suppliers for the procurement of our raw materials. We seek to build strong and long-lasting business partnerships that offer security and stability and enable us to procure consistently high-quality raw materials and consumables from trustworthy sources (more information in ‘Partnership across the supply chain’ chapter). Employee satisfaction The satisfaction of our employees is vital to the success of our business, which is why we have a host of company-wide administrative, organisational and structural measures in place to support and motivate our staff. In particular, training, education and personal development are a top priority at Blum (more information in ‘Spotlight on our people’ chapter). Human rights in the upstream value chain The promotion of human rights is one of the core values of our business. Humane practices lie at the heart of all our business partnerships and we keep a close eye on the working conditions across our value chain (more information in ‘Partnership across the supply chain’ chapter). Business processes and compliance We understand our responsibilities towards our company and our business partners, as well as towards the environment and wider society. This understanding is reflected in the Blum Code of Conduct, which sets out our values and the fundamental principles that underpin our identity as a company. Our Code of Conduct sets binding standards for our conduct and interactions with other companies and external partners that go beyond the minimum standards required by law. ➔ GRI 3-2 32 © Copyright by Blum