Jungheinrich : Sustainability statement 2025

About this update from Jungheinrich Ag Pref

‌Sustainability Statement that also fulfils the requirements for the combined non-financial statement prepared in accordance with Sections 289b et seq. and 315b to 315c of the German Commercial Code (HGB) 1 GENERAL DISCLOSURES Basis for preparation of the Sustainability Statement BP-1, BP-2 In this chapter, Jungheinrich publishes the information required by law for financial year 2025 in accordance with the CSR Directive Implementation Act (CSR-RUG). This sustainability statement is prepared on a consolidated basis for the Jungheinrich Group in full compliance with European Sustainability Reporting Standards (ESRS). It also fulfils the requirements for the non-fi-nancial Group statement prepared in accordance with Sections 289b et seq. and 315b to 315c of the HGB and therefore also constitutes the combined non-financial statement for the Jungheinrich Group and Jungheinrich AG. The policies, actions and targets at Group level are generally also pursued at Jungheinrich AG. The full application of ESRS as a framework in accordance with Sections 315c Paragraph 3 in conjunction with 289d HGB is due to the significance of ESRS as reporting stand- By publishing this statement, Jungheinrich also meets the requirements of Regulation (EU) 2020/852 of the European Parliament and of the Council of 18 June 2020 on the establishment of a framework to facilitate sustainable investment, and amending Regulation (EU) 2019/2088 (hereafter EU Taxonomy Regulation) [ page 71 ] . For the reporting, the Delegated Regulations (EU) 2021/2178, (EU) 2021/2139 and (EU) 2023/2486 are applied in the version applicable on 31 December 2025. No subsidiaries included in the consolidated financial statements have been excluded from the sustainability reporting of Jungheinrich. The scope of consolidation corresponds to that of the consolidated financial statements as at 31 December 2025. An exception is the reporting pursuant to ESRS E1-6, as this requires the additional inclusion of all subsidiaries over which Jungheinrich exercises operational control. their life cycle. All activities are assessed for their actual and potential impacts, risks and opportunities. There are no material risks resulting from the business activities, business relationships, products and services of Jungheinrich that are very likely to have serious negative impacts on non-financial aspects in accordance with Section 289c HGB. The materiality analysis forms the basis for the sustainability statement and defines its reporting content. The statement therefore covers the company's upstream and downstream value chain. Jungheinrich makes use of the option to provide information by means of references. The following table shows which ESRS disclosure requirements this has been used for. ESRS disclosure requirement Information Reference ards adopted by the European Commission for sustainability reporting. The standards are applied at Group level and not at the level of Jungheinrich AG as the Group statement pursuant to ESRS is relevant for stakeholders. The integration of ESRS serves to produce transparent, comparable and detailed sustainability reporting that goes beyond the requirements of the CSR Directive Implementation Act. Jungheinrich provides comprehensive information on all topics identified as material as required by ESRS and general information, except for confidential information. A double materiality assessment was carried out in accordance with ESRS in order to record the most important impacts on people and the environment (impact materiality) and the business risks and opportunities resulting from sustainability topics (financial materiality). The double materiality assessment is a comprehensive, strategic approach to assess impacts, risks and opportunities related to sustainability. The assessment covers the entire value chain, from raw material extraction to product use by customers and the treatment of products at the end of ESRS 2 SBM-1.40 (a) i to ii ESRS 2 SBM-1.42 (a), (c) ESRS 2 SBM-3.48 (d), (e) ESRS 2 GOV-5.36 (a), (c), (d), (e) Core elements of the general strategy relating to or impacting sustainability matters Description of the business model and value chain Explanation of the principal risks and opportunities and their financial effects Risk management and internal controls for sustainability reporting [ page 21-22 ] [ page 21-24 ] [ page 119-130 ] [ page 117-130 ] 1 Disclosure unrelated to the management report that is not subject to audit of the financial statements. ‌Sustainability strategy‌ Sustainability firmly anchored in Strategy 2030+ SBM-1, S1.SBM-2, S2.SBM-2, S4.SBM-2 With its portfolio of material handling equipment, automation solutions and matching services, Jungheinrich offers its customers tailor-made solutions from a single source to support them in mastering the growing challenges in material handling. The integrated business model encompasses the development, production and sale of new material handling equipment and the planning and realisation of automation projects, the short-term rental of new and used material handling equipment, the reman-ufacturing/refurbishment 1 and sale of used trucks, and customer services. The aim is to make our customers' warehouses efficient, fit for the circular economy, and safe, in order to make material handling more sustainable. Further information on the business model can be found in the Group principles [ page 21 ] . Jungheinrich operates in around 120 countries through its own direct sales and customer services network and has twelve plants, seven of them primarily for the production of material handling equipment, three for stacker cranes and two for the industrial remanufacturing and refurbishment of used trucks. Digital products, software and hardware are developed primarily at four sites in Europe. Manufacturing and development activities are also strongly focussed in Europe, particularly Germany. Higher-level functions such as finance, controlling, IT, personnel management, legal and compliance are managed from the Group headquarters. Spare parts are sourced from the spare parts centre in Germany and regional warehouses worldwide to ensure maintenance and repairs can be carried out by customer services. In line with the business activities, most employees are employed in Europe, particularly in Germany [ page 79 ] . Europe is the company's most important sales market, 1 Jungheinrich differentiates between remanufacturing and refurbishment. Remanufacturing is a comprehensive process in which used equipment is completely dismantled and repaired so that it is restored to a condition that is almost as good as new. Refurbishment is less extensive and is limited to selected components and, where necessary, surface treatment. Contents of the sustainability report Sustainability organisation Sustainability strategy Basis of the Sustainability Statement General disclosures EU Taxonomy Regulation Circular economy Climate change Environment with Germany playing a central role within the region. In the coming years, global expansion will be further driven forward with regional focal points in North America and Asia-Pacific. Legal restrictions mean that goods cannot be exported to Russia or Belarus. The purchasing volume of Jungheinrich can be divided into production material, including post-production material, indirect material and services, and merchandise. Details on material procurement and strategic partnerships can be found in the Group principles [ page 21 ] . Strategy 2030+ defines the direction of Jungheinrich and sets concrete targets [ page 25 ] . It serves to position the company more strongly at a global level and to make it more profitable, efficient and sustainable. Implementation takes place along four strategic fields of action: global expansion, automation, portfolio extension and transformation. The transformation field of action stands for first-class productivity and sustainability. Own workforce Workers in the value chain Consumers and end-users Social Business conduct Governance This ambition forms the basis of the company's sustainability vision: Jungheinrich is among the most sustainable companies in the world. To make the vision measurable, the achievement of effective sustainability targets is pursued and EcoVadis Platinum status is continuously sought. In this context, sustainability performance is compared with a reference group in order to substantiate the position of Jungheinrich as being among the most sustainable companies in the world. ‌The company actively shapes a future in which resources are conserved, climate change mitigation is advanced and fair working conditions as well as respect for human rights are strengthened worldwide, with the aim of going beyond statutory requirements. The sustainability strategy serves as a management instrument for shaping corporate targets and for the value-oriented alignment of the company - for customers, employees, shareholders, business partners and society as a whole. At the same time, stakeholders benefit from the longterm corporate strategy and a robust business model. The sustainability strategy addresses global challenges through six key areas with concrete targets, for example relating to decarbonisation, the promotion of the circular economy and the strengthening of responsible supply chain management. The resulting measures have an impact across divisions and support both the transformation of the core business and sustainable development at customers and business partners. In particular, Jungheinrich products and solutions make a direct contribution to the sustainable design of material handling processes. In addition to the fully electrified truck portfolio and the lithium-ion technology used, further solutions enable energy-efficient and low-carbon warehouse logistics over the entire life cycle. By using electrified trucks, whose CO₂e emissions can be reduced to almost zero when electricity from renewable sources is used, customers are supported in achieving their decarbonisation targets. Digital end-to-end solutions increase space productivity, and consulting services relating to material flow and energy support customers in planning resource-con-serving warehouse processes. These solutions are particularly relevant for industrial and manufacturing companies with high Six key areas of the sustainability strategy Environment Decarbonisation and adaptation to climate change Promotion of a circular economy Gradual reduction of CO 2 e emissions 1 to promote climate protection and prepare for the effects of climate change. Reducing resource use, extending the useful life of materials, and avoiding waste as much as possible. By 2030: 30 percent reduction and compensation in Scopes 1 to 3, including reduction targets in accordance with SBTi By 2025: no landfill waste in German plants and a one-third reduction in the share of global waste By 2050: Reduction targets and net-zero emissions in Scopes 1 to 3 in accordance with SBTi By 2030: zero percent landfill waste at sites with recycling systems No severe, climate-related business interruptions Maintaining high reuse and recycling rates Social Satisfied employees Responsibility in the supply chains Collaboration with customers Designing a work environment that prioritizes safety along with physical and mental health and creates space for individual development. Socially and environmentally responsible procurement based on clearly defined standards and high transparency throughout the supply chain. Providing sustainable products and solutions to help customers achieve their own sustainability goals. By 2025: improve the accident rate (LTIR) to 12.5 By 2025: 14 percent women in management positions Annually at least 18 learning hours per employee By 2025: 80 percent of the globally relevant purchasing volume is Sustainable Spend Designing efficient, circular, and safe warehouses for customers Increased safety for customers, e.g. through the increased use of assistance systems Governance Sustainable corporate governance Anchoring value-based and efficient action that combines global responsibility with transparency - measurable, reliable, and with a long-term focus. Strategically relevant top ratings from EcoVadis, CDP, Sustainalytics and ISS ESG No fines for data protection violations 1 There are a number of greenhouse gases that have various impacts on the climate, including CO 2 , CH 4 , N 2 O, HFCs, PFCs, SF 6 and NF 3 . In order for these gases to be compared, they are indexed as CO 2 equivalents (CO 2 e). ‌automation requirements, for e-commerce providers and logistics service providers, and for wholesale and retail companies with complex warehouse processes, and support the achievement of their climate and efficiency targets. The remanufacturing and refurbishment of used equipment, the maintenance of trucks and flexible rental and leasing models extend product life cycles and enable customers to reduce material use and waste and to further develop circular business models. Safety solutions and assistance systems as well as ergonomic truck concepts contribute to the health and protection of employees in customers' warehouses. In this way, the solutions portfolio promotes the design of efficient, circular and safe warehouses. The most important markets for sustainable solutions are Europe as the core market with a strong regulatory and customer focus on sustainability, as well as North America and the Asia-Pacific region, where electrification initiatives and energy efficiency requirements are increasingly gaining momentum.‌ Stakeholder perspectives shape Strategy 2030+ SBM-2 Jungheinrich maintains close relationships with a variety of stakeholders that play a central role for the company's corporate and sustainability strategy. The most important stakeholder groups include customers, employees, applicants, suppliers, investors and analysts. The interests of stakeholders are systematically taken into account by incorporating the results of stakeholder dialogues into the double materiality assessment and the further development of the sustainability strategy. Regular exchange and feedback processes with internal and external stakeholders help to understand their expectations and support the targeted integration thereof into strategic decisions. Various channels are available for these exchanges, with personal exchanges in the form of meetings and events, such as work meetings and investor conferences, playing an important role. In the reporting year, a democracy workshop was held at which trainees, apprentices and students discussed the topics of equal opportunities and migration. Surveys that focus on relevant customer needs are also conducted. A sustainability communication platform has been created for employees wich supports dialogue, imparts knowledge on the sustainability strategy and offers practical implementation guidelines. Interactive formats strengthen stakeholders' exchanges with and trust in the company. On the basis of these procedures, the central expectations of the most important stakeholders can be identified, including climate-friendly, circular and safe solutions for customers, employee satisfaction and health, and transparent sustainability information for investors and analysts. Regular reports to the Board of Management and Supervisory Board ensure that stakeholder interests are given due consideration. Here, direct consideration can be given through the materiality assessment and indirect consideration through the Sustainability Committee, which ensures the monitoring and control of project progress in the sustainability strategy [ page 47 ]. The interests of employees, workers in the upstream and downstream value chain and interests of customers are included in strategic decisions by, among other things, fulfilling due diligence obligations, such as human rights risk analyses. Various actions are used to integrate stakeholders' interests into the sustainability strategy and business model: EcoVadis: Platinum Status EcoVadis, the world's leading provider of sustainability assessments with over 150,000 companies analyzed, has awarded Jungheinrich platinum status for the fifth consecutive year in 2025. With an increase from 82 to 85 out of a possible 100 points, sustainability performance has been further improved. This means that Jungheinrich continues to rank among the top one percent of companies assessed by EcoVadis. CDP: Rating A CDP is a global non-gov-ernmental organization that assesses companies' environmental management in the categories of climate, forests, and water security. In 2025, Jungheinrich was awarded its first A rating (scale from A to F) in the climate category. This places the company among the top four percent of the approximately 22,000 companies assessed by CDP. ISS ESG: Rating B- Prime The ISS ESG Corporate Rating provides ESG data and assessments. In the reporting year, Jungheinrich received a rating of B- (scale from A+ to D-) and once again the industry-specific Prime status. Sustainalytics: Rating 20,8 Sustainalytics assesses companies' ESG risks based on industry-specific sustainability issues and their management in five risk categories (from negligible to severe). The average risk rating of 20.8 (scale from zero to 100, with lower values indicating lower risk) in 2025 documents a medium ESG risk level for Jungheinrich. Ratings in 2025 Sustainable material handling equipment: Customer requirements for sustainable logistics processes are addressed through efficient, circular and safe solutions. These are continuously developed further as part of the expansion and adaptation of the product portfolio. They include electrically powered material handling equipment, the refurbishment of used equipment and safety solutions such as assistance systems. Introduction of the Yellow Way as a corporate mission statement: The dynamic changes in the world of work present the company with new challenges regarding internal and cross-functional collaboration, which also offers opportunities for future success. The Yellow Way describes the behaviours required to achieve this and, as the heart of the corporate culture, shapes the common understanding of sustainable conduct in everyday life. ‌ Sustainable supplier management: Sustainable supplier management supports compliance with environmentally friendly and ethical standards among suppliers. This approach supports long-term partnerships and ensures that environmental and social aspects are considered in supply chains, which further strengthens the holistic sustainability strategy of Jungheinrich. ‌ Among other tools, Jungheinrich uses ESG 1 ratings to transparently measure and present its sustainability performance to stakeholders. 1 They create the basis for an objective comparison with other market participants and make progress towards the sustainability vision - to be among the most sustainable companies in the world - visible. The ratings by EcoVadis, CDP, Institutional Shareholder Services (ISS) and Sustainalytics serve not only as evidence of sustainable performance, but also help to identify external requirements placed on companies in the material handling sector at an early stage and to address them in a targeted manner. Material impacts, risks and opportunities related to strategy and business model SBM-3 The Jungheinrich business model has both positive and negative impacts on sustainability matters. These are related to the com-pany's own business activities, such as the manufacture and maintenance of products, as well as to business relationships along the value chain, including suppliers and customers. At the same time, sustainability matters give rise to risks and opportunities for the business model and for the achievement of the corporate and sustainability strategy. The material impacts and risks were identified using the double materiality assessment. No material opportunities were identified. All material impacts and risks fall under the disclosure requirements set out in ESRS and are taken into consideration in the business model and the sustainability strategy. Climate change: as a manufacturing company, Jungheinrich contributes to climate change with activities ranging from the extraction of raw materials to the production, use and disposal of its products. To counter the negative impacts associated with this, the reduction of greenhouse gas emissions is being pursued along the entire value chain. Climate-related risks arise from the consequences of climate change, which require selective adjustments to the business model and corporate strategy. Extreme weather events which could jeopardise the stability of production are relevant in particular. Circular Economy: the manufacture of products for the material handling sector is associated with a high level of material use. To reduce this, promote the use of sustainable materials and optimise the use of resources, Jungheinrich works continuously to further develop the circular economy. The company makes a significant contribution to protecting the environment by refurbishing and remanufacturing material handling equipment and reducing resource inflows and outflows. An established waste management process enables the company to constantly reduce negative environmental impacts and identify opportunities for waste prevention, waste reduction and environmentally friendly waste recycling. Own workforce: the manufacture and maintenance of prod- ucts create negative impacts on health and safety for Jungheinrich employees, such as risks from accidents or health impairments. A zero-harm strategy is followed to continuously improve working and safety standards in order to prevent accidents and guarantee the health of employees. The company faces a significant risk with regard to the availability of qualified workers, which is particularly relevant in times of demographic change and skills shortages. Jungheinrich works hard to attract and keep qualified workers in order to ensure the continuity of the business. In addition, there are risks of fines relating to data protection, including those resulting from the provisions of the General Data Protection Regulation (EU GDPR). The company has implemented a data protection management system to ensure compliance with statutory provisions and minimise potential negative impacts on employees. Workers in the value chain: the company is dependent on the purchase of goods and services due to its business model. Potential negative impacts exist for workers in supply chains resulting from poor working conditions, health and safety risks, child labour and forced labour. Jungheinrich is committed to minimising these impacts with a sustainable supplier management system and to continuously improving conditions in supply chains. A step model, which covers compliance with the Supplier Code of Conduct through to on-site social audits, helps the company to monitor and improve working conditions. Consumers and end-users: ensuring and improving customer safety is a major driver for product development at Jungheinrich. Improper use of material handling equipment bears possible health and safety risks for users. Work is therefore continuously undertaken to further develop the safety functions used in material handling equipment with a view to minimising the potential risks. Data protection violations may have additional negative impacts on customers, irrespective of the business model. Moreover, there are risks relating to the stability of the information infrastructure which are countered with the implementation of an information security management system. Business conduct: the management of supplier relationships has a positive impact on the reduction of environmental and human rights incidents in supply chains, which should be regarded as a material positive contribution to the protection of human rights and the environment. 1 ESG: Environment, social and governance. 21 °C 40 % ‌Material sustainability matters along the value chain Raw Intermediate Development (Re-)Manufacturing Financial Sales Partner Use End-of-life materials products services including commercial and sales and service management OEM products Upstream activities Own operations Downstream activities 2 4 11 12 15 1 2 3 4 6 7 8 9 10 13 2 5 13 14 Sustainability matters Environment Climate change Climate change adaptation Climate change mitigation Energy Circular economy Resource inflows, including resource use Resource outflows related to products and services Waste Social Own workforce Health and safety Diversity Training and skills development Data protection Workers in the value chain Working conditions Other work-related rights Consumers and end-users Data protection Health and safety Governance Business conduct Management of relationships with suppliers, including payment practices ‌Topic Sustainability matters Material impacts and risks Type of impacts and risks Position in the value chain Time horizon Climate change Climate change adaptation Consequences of climate change, e.g. business interruptions due to extreme weather events Risk‌ Climate change mitigation Emissions of direct greenhouse gases within the company's own business activities, e.g. through fuel for the vehicle fleet Greenhouse gas emissions in the upstream and downstream value chain, e.g. through the purchase of goods, product use or disposal Actual negative impact Actual negative impact Reduction of greenhouse gas emissions during the usage phase, e.g. through low-emission products Actual positive impact Energy Greenhouse gas emissions at the company's sites due to thermal energy and electricity consumption Actual negative impact Circular economy Resource inflows, including Reduction in resource consumption through the use of recycled materials in products and packaging Actual positive impact resource use Reduction in resource consumption through the remanufacturing and refurbishment of used equipment and reuse of materials in customer services Actual positive impact Resource outflows related to products and services Increase in resource consumption through the use of primary materials in a linear economy Actual negative impact Reduction of resource outflows through the development of durable and recyclable products Actual positive impact Reduction in resource outflows through the use of recyclable materials in products and packaging Actual positive impact Reduction of resource outflows through the remanufacturing and refurbishment of used equipment Actual positive impact Waste Potentially inadequate waste prevention and management Potential negative impact Own workforce Health and safety Product health and safety risks for the company's own employees Actual negative impact Diversity Potential inability to recruit and retain qualified employees Risk Training and skills development Potential inability to recruit and retain qualified employees Risk Workers in the value chain Consumers and end-users Data protection Potential breaches of employee data privacy Potential negative impact Violation of the General Data Protection Regulation Risk Working conditions Potentially poor working conditions for workers in supply chains Potential negative impact Potentially safety and health risks for workers in supply chains Potential negative impact Other work-related rights Potential forced and/or child labour in lower supply chains Potential negative impact Data protection Potential breaches of customer data privacy Potential negative impact Loss of information due to security breaches such as cyber attacks Risk Health and safety Product health and safety risks for users Actual negative impact Business conduct Management of relationships Minimisation of ESG risks in supply chains through (preventive) measures Potential positive impact with suppliers including payment practices upstream own business area downstream short term medium term long term ‌In the reporting year, child labour and forced labour in supply chains, in particular in the extraction and processing of raw materials and in regions with geopolitical instability, were identified for the first time as material potential impacts. The updated assessment is based on industry insights gained in the reporting year regarding structural risks in manufacturing industries, although Jungheinrich does not maintain any direct business relationships with actors involved in the extraction or the immediate further processing of raw materials. In the reporting year, increased resource consumption resulting from the use of primary materials in linear processes was also classified as material for the first time. While developing the circular economy strategy, obstacles were identified in the various business areas that impede the expansion of circular value creation and highlight the existing dependence on linear value chains.‌ An analysis of the company's resilience to climate-related aspects was performed and potential opportunities relating to climate change were examined [ page 52 ] . Subsequently, possible measures to strengthen resilience were derived. This analysis identifies long-term impacts on the corporate strategy and business model, and assesses the influence of climate factors on cost and risk management, as well as on the development of new business models. It includes short-, medium- and long-term time horizons and extends to the year 2050 [ page 45 ] . Scientific models and scenarios which allow for qualitative and quantitative assessments, supported by external experts, are used for this purpose. In future the company intends to extend the resilience analysis to cover other sustainability risks to make the business model resistant to such risks in the long term. All identified sustainability risks and their impacts are described in detail in the Risk and opportunity report [ page 122 ] . Sustainability vision: Jungheinrich is one of the most sustainable companies in the world 15 material sustainability matters Double materiality assessment conducted according to an established process Efficient, circular and safe warehouse design IRO-1, E1.IRO-1, E2.IRO-1, E3.IRO-1, BP-2 Jungheinrich regularly identifies and assesses the material impacts, risks and opportunities arising along the entire value chain and through the company's own business activities and updates the materiality assessment annually. The double materiality assessment in accordance with ESRS was initially conducted in 2024. In the reporting year, the impacts, risks and opportunities were reviewed again, updated and assessed for completeness. The update of the materiality assessment during the reporting year covered all subsidiaries and business processes worldwide, in addition to the upstream and downstream value chain. It included all of the company's locations, facilities and operational activities. The value chain was investigated using a model approach. Supply chains as well as the business and industry environment were considered in this process. Production materials including post-production materials, indirect materials and services, and merchandise were all considered in the calculation. Production, remanufacturing and refurbishment, sales, customer services and disposal at the end of a product's life were also incorporated into the analysis. Direct and indirect impacts were considered in equal measure throughout the entire process, with both internal processes and processes in the upstream and downstream value chain being taken into account. Risk and opportunity drivers were identified along the entire value chain by analysing political, economic, social, technological, environmental and legal factors. This consideration makes it possible to identify and assess dependencies along with potential risks and opportunities at an early stage. Material direct and indirect impacts were assessed in collaboration with internal departments and stakeholders. The assessment of the materiality of impacts was based on a semi-quantitative model in accordance with the requirements set out in ESRS. The severity of the impact, which results from the sum of the assessments of scale, scope and - for negative impacts - irreversibility, was recorded and multiplied by the likelihood of occurrence for potential impacts. For negative impacts, the materiality threshold was defined in consideration of due diligence processes, in particular the human rights risk analysis. The materiality threshold was set in such a way that the highest impact on human rights in the company's own business is categorised as material. All negative impacts that achieve at least three-fifths of the maximum rating are therefore material. Since irreversibility was not taken into account, positive effects are assessed using a threshold that is one-third lower. ‌As part of the assessment, internal and external stakeholders were involved to ensure that the impacts on stakeholders are known and taken into account. This dialogue was carried out directly and with representatives to ensure that all relevant perspectives were considered. Users of the sustainability statement, such as banks, were also included in the process to review the completeness and relevance of the impacts identified. The process was carried out for the first time in accordance with ESRS in 2024. The results were updated in the reporting year and incorporated into the materiality assessment.‌ Any potential risks and opportunities for Jungheinrich were derived from the analysis of sustainability matters, dependencies and the identified impacts. The risks and opportunities reported to Group risk management were also included in the assessment. Sustainability risks and opportunities were assessed in accordance with ESRS, where the probability of occurrence and the potential scope of financial impacts were taken into consideration. The maximum expected gross impact on earnings before interest and income taxes (EBIT) was assessed for each risk and each opportunity to ensure a uniform assessment. The impact represented the deviation from planning or the current projection and was not assessed cumulatively. The financial impact was assessed for short-, medium- and long-term time horizons. A scale of five steps was used for this, while the probability of occurrence was determined on a four-step scale. The short-term time horizon is up to one year. The medium- and long-term time horizons deviate from the definitions set out in ESRS and instead follow the definitions used in the Group risk management system. The medium-term time horizon is one to three years, and the longterm time horizon is more than three years. The comparability of decision-rel-evant financial and non-financial information achieved in this way is intended to support the users of financial reporting. This avoids discrepancies between the sustainability reporting and financial reporting which could lead to misunderstandings or an inconsistent risk assessment. Further information on the classification can be found in the Risk and opportunity report [page XX]. The materiality threshold for risks and opportunities has been set in accordance with the two highest impact classes from the Risk and opportunity report, with a maximum possible expected gross impact on EBIT of more than €10 million. As ESRS require the gross impact to be shown relative to the net impact in the Risk and opportunity report, the materiality threshold of €10 million is higher than the materiality threshold in the Risk and opportunity report. Opportunities have been analysed in the materiality assessment in relation to sustainability matters, but not categorised as material. The opportunities identified include reducing dependencies on raw materials markets by promoting the circular economy. A strong corporate culture and good working conditions can result in a stronger employer brand and increased productivity. Market trends owing to increased safety requirements may result in increased demand for safe products. At the same time, a high level of cyber and data security in business processes may boost the reputation of the company. The identification and management of material risks are integrated into the Group-wide risk process, which involves structured risk management by monitoring the control measures used to reduce risk. In addition to identifying risks and opportunities at regular management meetings, the risk managers perform a comprehensive inventory of risks and opportunities three times a year during the planning and projection processes. Management measures are systematically documented and monitored after the assessment. As part of the company's strategic decision-making, all sustainability risks and opportunities are treated equally and are taken into account alongside operational and financial risks. The information to be reported in accordance with ESRS was determined based on the material sustainability matters identified. Jungheinrich generally reports on all disclosure requirements that are assigned to individual material sustainability matters. In accordance with ESRS, the materiality principle is applied to certain data points and reporting is waived in consideration of the materiality of the information and its relevance for decision-making by users. The Board of Management gave final approval of the double materiality assessment, which was reported to the Supervisory Board and is consequently monitored by the Supervisory Board. The company employed a number of sources to identify material impacts, risks and opportunities. These included internal product and purchasing data, information from employee meetings, customer queries, stakeholder dialogues and supplier assessments. Internal competitive analyses and international standards were also taken into consideration. The geographic location of business activities was assessed in the materiality assessment, taking regional stability, local regulations and legal framework conditions into account. Moreover, the company's business model and sector were analysed with regard to specific risks such as the risk of corruption, market regulation and competition rules. Findings from human rights and environmental risk analyses both from its own business and its supply chains were integrated into the materiality assessment. There was a focus here on particularly risky product groups and geographic focal areas for suppliers and materials in supply chains. Attention was also given to own locations and sales markets. The materiality assessment focused on products that can impact humans and the environment both during production and during product use. With regard to the circular economy, the analysis focused on the materials used, their use in the company and the products and services that leave the company. The entire product life cycle was considered when assessing the impacts. Here, there was a particular focus on the lifespan, energy consumption, substance prohibitions and restrictions, dismantling capacity, recycla-bility and packaging of products. All business activities were also taken into consideration when identifying material aspects, including the purchase of goods and production, remanufacturing and refurbishment processes and the sale of in-house products and merchandise. The repair and maintenance of products used by customers was also considered. The analysis also took into consideration the environmental impacts resulting from the use of the relevant property, plant and equipment for business activities, such as buildings and machinery. Types and volumes of waste generated by business activities were also considered in the assessment. With regard to resource inflows, property, plant and equipment and water use were not material either in the company's own operations or in the upstream value chain. The Group-wide corporate carbon footprint (CCF), which identifies all major sources of greenhouse gases, climate risk data from the Intergovernmental Panel on Climate Change (IPCC), climate scenario data from the Network for Greening the Financial System (NGFS), scientific findings and estimates made by internal and external experts served as the basis for assessing material impacts, risks and opportunities as regards climate change. In addition, assumptions on future regulations, such as the level of carbon pricing, were also made in the context of climate scenarios in order to assess the potential impacts on the company. The findings from the Group-wide climate scenario analysis on material physical and transition climate risks and opportunities were also incorporated in the materiality assessment. The climate scenario analysis was conducted for the first time in 2024 and updated in the reporting year. Physical climate risks include potential damage to buildings due to climate hazards such as storms or heavy rainfall. Climate-related transition risks can impact companies in the form of changes in demand for lower-emission technology, among other things. The classification of climate-related physical and transition risks is based on statutory requirements. ‌The climate scenario analysis assesses the impacts of physical and transition climate risks and opportunities on assets and business activities. The analysis took various time horizons into account to allow climate risks to be assessed in a targeted manner and corresponding measures to reduce risks to be planned.‌ Short term (up to one year): direct climate-related risks are identified in this period and short-term actions are taken to manage them. Risk predictions are based on short-term market developments, political framework conditions and the analysis of immediate physical and transition risks. Jungheinrich combines climate data from software and in-house information to assess physical climate risks. This includes geographic and sectoral factors, which are used to identify climate risks at specific locations and regionally in the supply chains. The projections are a hybrid composition of local high-reso-lution models and global models that account for the scope, duration and frequency of climate risks. If a climate hazard is relevant for a particular location, a risk analysis is performed for the actual threat based on historical data and for the future development of the climate hazard based on optimistic and pessimistic IPCC climate scenarios up to 2030 and 2050. SSP 1 1-2.6 (2-degree path) SSP5-8.5 (Fossil fuel path) Medium term (up to 2030): this time horizon serves to account for strategic planning cycles and investment plans. It covers the implementation of emission reduction targets by 2030 that have been determined in accordance with the Science Based Targets initiative (SBTi), for example. At the same time, this timeframe includes important economic requirements that Key scenario features Low-emission scenario with the assumption of rapid and far-reaching reductions in greenhouse gas emissions Limiting global warming to up to 2 degrees Celsius Ambitious climate policy, massive expansion of renewable energies and technological advances High emissions scenario assuming continued intensive use of fossil fuels and strong economic growth Increases in CO 2 e emissions due to limited expansion of renewable energies and high energy demand Potential global warming of over 4 degrees Celsius by the year 2100 will be implemented by 2030. Scenario narra- ■ Continuous investment in new technologies and materials to adapt prod- Rising CO 2 costs and energy prices due to the high dependence on fossil Long term (up to 2050): in the long term, the focus is on assessing the resilience of corporate strategies and business models with respect to the tives and their relevance ucts and processes to evolving climate regulations and ensure high sustainability standards The frequency of extreme weather events is lower than in pessimistic sce- fuels Higher costs for adaptation measures and potential operational disruptions due to high physical risks impacts of climate change. The long-term time horizon considers the achievement of net zero emissions in the Group and long-term risks and opportunities in connection with a climate-neutral economy, such as changed consumer habits, market changes due to renewable energies or electrification. narios, but cannot be ruled out 1 Shared socioeconomic pathways (SSP) outline possible economic and social development paths that could result in different future greenhouse gas emissions and, consequently, different concentrations of greenhouse gases. The medium- and long-term time horizons deviate from the time periods defined in the standard. This adjustment is made in accordance with the requirements of ESRS in order to appropriately reflect company-specific circumstances. The selected time horizons enable realistic and forward-looking analyses, ensuring that short-, medium- and long-term climate-related risks and opportunities are fully captured and strategically integrated. The identified risks were categorised as high, medium and low together with employees at the relevant locations, depending on their economic relevance. The impacts on assets and business activities were also assessed here, among other things. An assessment of the regional natural hazards was performed for key suppliers and for upstream and downstream transport routes. High risks certain manufacturing plants face include storms, floods, heavy rainfall and drought. The same risks are classed as medium for other sites. Heat waves and cold snaps are also medium risks. Following risk identification, it was assessed whether any adaptation measures are already in place for high and medium climate risks in order to reduce any potential impacts. This has shown that all of the locations examined already implemented comprehensive actions to protect themselves against current and future climate threats. Adaptation measures implemented against the threat of heatwaves include full air conditioning in office buildings with comprehensive insulation or targeted cooling of temperature-sensitive equipment. The hazard of heavy rainfall or floods is countered through seepage reservoirs or mobile protection systems (for example, sandbags). Adaptation plans are made if there are no or insufficient adaptation solutions for high climate risks. Adaptation plans must be designed in such a way that adaptation solutions that can significantly reduce high climate risks are implemented within five years. For medium risks, a list of adaptation solutions is created that must be taken into account for future projects at the location. Jungheinrich categorises the risk of interruptions to operations due to physical climate risks at its own locations as material. The analysis of transition climate risks and opportunities in the company serves to assess the impacts of climate change on the business model and corporate strategy, and to actively develop measures to both minimise risks and make use of new business opportunities. An optimistic and a pessimistic scenario from the NGFS is used to assess the impacts in qualitative terms. ‌Net-zero 2050 scenario Nationally Determined Contributions (NDC)-scenario‌ company does not conduct any water-intensive processes. Groundwater is primarily withdrawn at two locations where the water is used in closed Key scenario features Scenario narratives and their relevance Scenario for achieving global net-zero emissions by 2050 in line with the Paris Climate Agreement Extensive regulatory measures and a drastic transformation of the energy mix towards renewable energy as key prerequisites High investment requirements in the short term due to regulatory pressure and rising carbon prices Long-term opportunities through the accelerated expansion of emission-free technologies and renewable energy Scenario based on the currently submitted national climate change mitigation commitments of the signatories to the Paris Climate Agreement Projected global warming of approximately 2.6 degrees Celsius by 2100 Higher costs in the medium term due to rising CO 2 prices and changes in the energy sector Moderate cost increases in the long term due to stable CO 2 prices, enabling continued demand and stable growth in the traditional product segment loops and returned. The water-related processes at all plants are also certified in accordance with DIN EN ISO 14001. Risks relating to water scarcity and water quality are monitored by the environmental management system. Biodiversity and ecosystems: company locations were analysed and prioritised based on the state of nature, the assessment of long-term changes and the impacts, dependencies, risks and opportunities resulting from business activities. The fact that risks are likely to increase in highly nature-dependent areas was considered in this process. At the same time, it is assumed that new legislation will be introduced and consumer behav- In the Net Zero 2050 scenario, there is a high likelihood of stricter regulatory requirements and higher carbon prices as climate objectives have been tightened and investment in green technology encouraged. In this scenario, assets and business activities, in particular ones that heavily depend on fossil fuels, would be exposed to transition risks. Rising material and energy prices may increase production costs and new regulatory requirements, such as carbon pricing, could cause additional costs. The need to invest in climate-friendly technologies could result in increased investment costs in the medium term. In the NDC scenario, these risks are less pronounced but could occur in the long term and be equally as significant. At the same time, the expansion of the used material handling equipment business in both scenarios offers opportunities as more resource-efficient processes reduce internal costs, and stricter environmental requirements on the market and ambitious climate objectives on the part of customers may encourage the purchase of used trucks. The climate scenarios applied were chosen to assess both physical and transition risks that may have potentially significant financial impacts on the company. The scenarios were developed on the basis of IPCC reports and NGFS projections that are regularly updated to account for the most recent scientific findings. The scenario analysis corresponds to the assumptions used in the financial reporting regarding the value and lifespan of assets, in particular with regard to investments in long-lived assets such as property and their potential depreciation due to physical climate risks. The assumptions made in the scenarios regarding future energy prices, carbon prices and material costs reflect potential cost increases or reductions which may impact business forecasts. The scenarios comprehensively cover future climate-related risks and opportunities by assessing both physical climate risks such as extreme weather events and their impacts on supply chains and infrastructure and transition climate risks such as market changes and new regulatory requirements. Combining local high-resolution models and global models allows for an appropriate assessment of global trends and location-specific risks. Although there are uncertainties regarding long-term political decisions and local climate forecasts, these are largely offset by the variety of scenarios used. The analysis of climate scenarios accounts for uncertainties associated with climate projections, particularly for long-term physical risks. Adapting to local conditions helps to reduce these uncertainties, but still depends on global emissions trends and technological advances. In the double materiality assessment process, no material impacts, risks or opportunities were identified for the topics of environmental pollution, water and marine resources, or biodiversity and ecosystems. Through internal consultations, the concerns of external stakeholders such as local residents were included in order to incorporate their perspectives into the assessment. Environmental pollution: Jungheinrich manufactures most of its products in countries with strict environmental regulations that minimise impacts on the environment. The suppliers are also primarily based in Europe and are therefore subject to strict regulations. In addition, a Group-wide chemicals and hazardous substances management system has been established that defines requirements for the safe handling, storage and disposal of hazardous substances. These processes are integrated into the existing environmental management system and are supported by regular internal controls as well as external certifications in accordance with DIN EN ISO 14001. Water and marine resources: The analysis covered water-related processes in production plants as well as location-based water risks and dependencies. The assessment of risks and dependencies showed that the iour will change if nature is already severely damaged. The analysis revealed that several locations are in the vicinity of biodiversity-sensitive areas and are dependent on ecosystem services such as climate regulation and flood or storm protection. At the same time, it was determined that there are no material impacts on natural habitats or disturbance of animal or plant species. No remediation measures are therefore required at present. Biological diversity is taken into account in existing environmental sustainability targets such as the net-zero target, as these help to tackle the causes behind the loss of diversity. ‌Sustainability organisation‌ Cross-committee cooperation strengthens sustainable corporate governance GOV-1, G1.GOV-1 The Board of Management of Jungheinrich AG runs the business and, in consultation with the Supervisory Board, is responsible for the strategic alignment of the company, which also includes environmental, economic and social targets. As of 31 December 2025, it is composed of five (2024: six) members with a wealth of expertise in industry and material handling equipment. They bring specialist knowledge on the company's products, in particular forklift trucks and material handling solutions, including automation solutions. The members of the Board of Management are also familiar with the geographic markets of Jungheinrich. The Supervisory Board appoints the members of the Board of Management, monitors their work and advises the Board of Management on the Group's strategic matters, including sustainability issues. It is composed of twelve members (2024: eleven members) in accordance with the requirements of the German Co-Determination Act and the articles of association as of 31 December 2025, with six (2024: six) members elected by the employees. 41 per cent (2024: 35 per cent) of the members of the Board of Management and Supervisory Board are women. Women make up 40 per cent of the Board of Management (2024: 33 per cent), which corresponds to a ratio of two women to three men (2024: two women to four men). Women make up 42 per cent (2024: 36 per cent) of the Supervisory Board, which corresponds to a ratio of five women to seven men (2024: four women to seven men). The Supervisory Board also has a wealth of knowledge on the business environment. Two members on the shareholder side have detailed insights into business activities as a result of their previous work at the company. Four of the members elected by employees are also active employees in the company in addition to their work on the Supervisory Board and are therefore also familiar with operational activities. Other members also bring international industry experience from their previous work to the Board. The members of the Supervisory Board are also familiar with the geographic markets of Jungheinrich. 67 per cent (2024: 67 per cent) of the members on the shareholder side of the Supervisory Board are independent as defined by the German Corporate Governance Code (GCGC). This corresponds to 33 per cent (2024: 36 per cent) of the twelve members (2024: eleven members) of the entire Supervisory Board. The recommendations set out in the GCGC regarding independence on the Supervisory Board have therefore been satisfied. Further details on the tasks and composition of the Board of Management and Supervisory Board can be found in the Corporate Governance Statement, which is published on the company's website . Responsibility for managing and monitoring the key sustainability impacts, risks and opportunities primarily lies with the Board of Management as the management body of Jungheinrich. It bears overall responsibility for integrating sustainability and resilience into corporate governance and strategy. The Board of Management is supported in this by the sustainability organisation, in particular the Corporate Sustainability, Health & Safety division, and Corporate Internal Audit & Risk Management as the division responsible for risk management. Both report directly to the Board of Management and are responsible for operational implementation and professional oversight. Major decisions, such as the establishment of strategic sustainability targets, are made by the Board of Management and confirmed by the Supervisory Board, insofar as required by statutory or internal regulations. The Corporate Sustainability, Health & Safety division is responsible for the central coordination and implementation of sustainability matters. It includes four departments: Environment, Health & Safety (EHS), Environmental Sustainability, Social Sustainability and Sustainability Governance. Business Continuity Management is also integrated into the department. Since the beginning of 2026, the EHS division has managed, as a central department, the integration of EHS coordinators in Technics and Sales. In addition, the Sustainability Committee brings together representatives from relevant divisions such as Purchasing, HR, Sales and Production, subsidiaries and the sustainability team. It meets quarterly and plays a key role in passing sustainability decisions and directives throughout the organisation. The Committee also monitors and manages progress made on projects. The Human Rights council was also set up as a committee board to implement ethical targets. Furthermore, the Climate Council assists with the implementation of Group-wide actions on climate change mitigation and climate adaptation. Impacts, risks and opportunities are also taken into account in the risk management system (RMS). The Board of Management is responsible for the development and maintenance of an effective RMS. The Group's RMS is organised along the organisational structure, incorporating the decentralised organisational units, and is closely linked to the company's internal control system (ICS) and compliance management system (CMS) as part of the Corporate Internal Audit & Risk Management division. The findings of risk analyses are reported in the Group Risk Committee, which is attended by the Board of Management. The Board of Management is also informed of all probable and highly probable risks and opportunities that would have a moderate impact or higher. This enables the Board of Management to manage impacts, risks and opportunities efficiently and effectively. ‌In its capacity as an independent authority, the Corporate Internal Audit division, checks that the RMS functions and is effective. An appropriate, effective CMS is a relevant component in this process. The Board of Management is responsible for establishing the structures necessary for compliance with statutory and ethical requirements and is also responsible for designing the CMS required for this. The Head of Corporate Legal Affairs, Compliance, Data Protection & Insurances is responsible for the operational control and management of the CMS. Regular reports are provided to the Board of Management as a means of effectively monitoring compliance structures. The company's Compliance Committee met as scheduled in financial year 2025. This comprehensive governance and compliance structure minimises material risks arising from business activities and continuously monitors and develops the CMS. The Supervisory Board of Jungheinrich AG is responsible for overseeing all business activities, including impacts, risks and opportunities, with some of this work undertaken by the Board's Finance and Audit Committee. The Supervisory Board's Finance and Audit Committee is also responsible for reviewing accounting, including non-financial reporting. The Chairman of the Finance and Audit Committee reports to the Supervisory Board at each of its ordinary meetings on the Committee's previous meetings and the material matters discussed. Monitoring of the RMS and ICS as well as reporting on these topics are outlined in the section Internal control and risk management system of the Sustainability organisation at Jungheinrich Board of Management Sustainability Governance Head of Sustainability Governance Social Sustainability Head of Social Sustainability Environmental Sustainability Head of Environmental Sustainability Environment, Health & Safety Head of Environment, Health & Safety Business Continuity Management Corporate Sustainability, Health & Safety Vice President Corporate Sustainability, Health & Safety Sustainability Team EHS Heads of the respective Executive Board divisions Representatives of: Organisational divisions Subsidiaries Sustainability team Committee: Human Rights Council Climate Council Sustainability Committee Chairmanship Vice President Corporate Sustainability, Health & Safety ‌combined management report [ page 117 ] . The Supervisory Board, or its Finance and Audit Committee, also monitors the appropriateness and effectiveness of the CMS and receives regular reports on this - at two meetings of the Supervisory Board in financial year 2025 and at four meetings of its Finance and Audit Committee. The Supervisory Board, or the Finance and Audit Committee, also regularly addresses sustainability topics and sustainability reporting in particular - the Supervisory Board at two meetings and one workshop in financial year 2025, the Finance and Audit Committee at four meetings. The Board of Management defines strategic sustainability targets in the course of strategy development which are then approved by the Supervisory Board. The Board of Management and the Supervisory Board monitor target achievement on an ongoing basis, relying on the regular reports provided to them. The Board of Management's primary responsibility for managing impacts, risks and opportunities results from its legal management function. The Supervisory Board's oversight competence also stems directly from the statutory allocation of competences. The corresponding responsibilities are set out in the relevant guidelines and organisational rules within the company. The members of the Board of Management and the Supervisory Board possess in-depth knowledge regarding business conduct and sufficient expertise to define sustainability targets and monitor the implementation thereof. Regular training events serve to improve expertise on sustainability topics, such as an internal or external training session on sustainability reporting for all members of the Board of Management and Supervisory Board. Two members of the Supervisory Board also have expertise in governance, accounting and sustainability reporting and have extensively examined non-financial reporting. Other members of the Supervisory Board have expertise in social and environmental matters. The Board of Management makes use of the sustainability team and external consultants to obtain additional expertise. The Head of Corporate Sustainability, Health & Safety regularly uses a set format to inform the Board of Management about overarching topics, such as the latest sustainability developments, the sustainability strategy and its implementation, and sustainability reporting. Division-specific sustainability matters are addressed and communicated individually. New members of the Board of Management also receive individual introductions to sustainability topics at Jungheinrich and general sustainability developments. The skills and knowledge at its disposal allow the Board of Management to make decisions on the definition of targets and actions for management with regard to material impacts, risks and opportunities, and to monitor progress made towards achieving these targets. The Supervisory Board uses the expertise at its disposal to review the identified material impacts that business activities have on people and the environment as well as to assess risks and opportunities. The Board of Management and Supervisory Board are also responsible for ensuring that external sustainability reporting is complete and accurate. The Board of Management regularly reviews whether the personnel and professional resources in the Corporate Sustainability, Health & Safety division are sufficient to achieve the sustainability targets set. Additional capacities can be created or external expertise sought as required. Moreover, the Supervisory Board regularly reviews the efficiency of its work (most recently in 2024) and scrutinises its composition and the competences of its members. Business decisions and strategic orientation take sustainability matters into account GOV-2 The Board of Management of Jungheinrich considers sustainability matters based on their material impacts, risks and opportunities when developing the corporate strategy. Forming the strategy is the responsibility of the Board of Management as the management body and it is approved by the Supervisory Board. The Group-wide risk management system is used to monitor measures relating to sustainability risks and opportunities. Both the Board of Management and the Supervisory Board ensure that these risks and opportunities are systematically integrated into the corporate strategy and the RMS. Sustainability matters are also taken into account in decisions made by the Board of Management and the Supervisory Board on material transactions and M&A activities. In certain cases, internal processes require the sustainability team to comment on the sustainability matters related to the respective business transactions as standard. As part of M&A activities, case-by-case reviews are also carried out in order to assess sustainability risks. The Board of Management and Supervisory Board take economic considerations and sustainability matters into account in a balanced manner. They are assessed and weighted on a case-by-case basis against the background of consciously value-ori-ented business conduct designed to ensure efficient, responsible, sustainable decision-making and implementation of actions geared towards the long-term success of the company. The Board of Management and Supervisory Board addressed the materiality assessment in the reporting year, including all impacts, risks and opportunities identified as material in the process [ page 42 ]. This takes place at least once a year while reviewing the non-financial reporting. ‌Short- and long-term remuneration of the Board of Management integrates sustainability matters‌ GOV-3, E1.GOV-3 The remuneration paid to the members of the Board of Management of Jungheinrich AG comprises non-performance-related and performance-related remuneration components. The performance-related remuneration is composed of short-term and long-term variable remuneration. The amount of the variable remuneration is calculated based on financial and non-financial performance criteria, including sustainability targets. The short-term variable remuneration makes up 15 to 25 per cent of the target total compensation and rewards the operational implementation of the corporate strategy within a financial year. The long-term variable remuneration, which amounts to 20 to 30 per cent of the target total compensation, incentivises continuous growth and the long-term increase of the value of Jungheinrich AG. The share of variable remuneration in the target total compensation for members of the Board of Management is around 35 to 55 per cent. Incorporating sustainability targets into short- and long-term variable remuneration gives greater priority to social and environmental issues and promotes sustainable action by the company. As a non-financial performance criterion, the lithium-ion equipment ratio also forms part of the short-term and long-term variable remuneration, comprising 20 per cent in each case. This indicator measures the share of selected products fitted with lithium-ion batteries in comparison to products with lead-acid batteries. The expansion of the product portfolio to include trucks with lithium-ion batteries is a central strategic initiative that contributes to the sustainability strategy of Jungheinrich. The criterion has an impact on the company's greenhouse gas balance as trucks with lithium-ion batteries cause fewer CO 2 e emissions over their entire life cycle than trucks with lead-acid batteries. Unlike the Board of Management, the members of the Supervisory Board do not receive performance-related remuneration. This meets the recommendations set out in the GCGC and ensures that the remuneration paid to the Supervisory Board remains independent of the company's financial or non-financial results, which guarantees objective oversight. Resolutions on the remuneration system for the Board of Management are passed by the Supervisory Board in accordance with the statutory requirements set out in the German Stock Corporation Act and approved by the Annual General Meeting. The non-fi-nancial target is defined annually in the context of the long-term variable remuneration and can be selected from a catalogue of criteria. This catalogue includes the reduction of CO 2 e emissions and the lithium-ion equipment ratio, among other things. The Supervisory Board's Personnel Committee supports this process by preparing the Supervisory Board's decisions and reviewing the appropriateness of the remuneration every two years. The Annual General Meeting decides on the remuneration paid to the Supervisory Board. Further details can be found in the remuneration system for the Board of Management, the remuneration system for the Supervisory Board and in the Remuneration Report 2025, all of which are published on the company's website . Integrated risk management assesses and monitors sustainability risks GOV-5 The processes and systems for the RMS and ICS as regards sustainability reporting are explained in the Internal control and risk management system section of the combined management report [ Seite 117 ] . The report also outlines how the findings from the risk assessment and controls are integrated into the relevant internal functions and processes, and are regularly reported to the Board of Management and Supervisory Board. The material sustainability risks identified are allocated to various risk fields in the RMS, with the corresponding mitigation strategies and controls described and the current and expected financial impacts illustrated as well. Material individual risks and opportunities with net impacts from €5 million upwards in each risk area are described. The gross impact is categorised and the probability of occurrence for material sustainability risks is determined based on the scales used in the Risk and opportunity report. The cyber security risk, data protection risk and risk of interruptions to production as a result of fire or business interruptions are all considered unlikely over all time horizons, but with a very high financial impact. The risks resulting from climate change and skills shortages are assessed as unlikely in the short- and medium-term with very little financial impact. In the long term, both risks are assessed as having a high gross impact, with the risks of climate change categorised as possible and the risks of skills shortages categorised as likely. ‌Sustainability reporting is monitored by the Supervisory Board and its Finance and Audit Committee. An independent auditor also reviews the content of the sustainability statement on a limited-assurance basis. Business processes take corporate due diligence obligations into account GOV-4 Core elements of due diligence Disclosure requirement Page Core elements of due diligence Disclosure requirement Page Direct reporting line from the sustainability organisation to the Board of Management Sustainability Committee meeting quarterly Integration of due diligence into ESRS 2 SBM-1.40 (g) [ 37 ] Measures to address negative ESRS E1-3.29 [ 55-56 ] governance, strategy and the ESRS 2 SBM-3.48 (a), (c) [ 40-42 ] impacts ESRS E5-2.19 et seq. [ 64-69 ] business model women on the Board of Management and Supervisory Board 41% Involvement of affected stakeholders in all key steps of due diligence ESRS 2 GOV-2.26 (a) ESRS S1-1.20 ESRS 2 SBM-2.45 (b) ESRS S1-2.27 ESRS S1-3.32 et seq. ESRS S2-2.22 et seq. ESRS S2-3.27 et seq. ESRS S4-2.20 et seq. [ 50 ] [ 80 ] [ 39 ] [ 81 ] [ 81 ] [ 90-91 ] [ 90-91 ] [ 93-96 ] Monitoring the effectiveness of these efforts and communication ESRS S1-3.32 ESRS S2-3.27 ESRS S4-3.25 ESRS S1-3.32 ESRS S1-4.38 et seq. ESRS S2-3.27 [ 81 ] [ 91-92 ] [ 94-96 ] [ 81 ] [ 82-89 ] [ 91-92 ] ■ ESRS S4-3.25 et seq. [ 94-96 ] Identification and assessment of ■ ESRS 2 IRO-1.53 [ 43-44 ] negative impacts ESRS S2-4.32 et seq. ESRS S4-3.25 ESRS S4-4.31 et seq. [ 91-92 ] [ 94-96 ] [ 94-96 ] ‌ENVIRONMENT‌ Climate change Material impacts and risks related to climate change E1.SBM-3 Sustainability matters Material impacts and risks Type of impacts and risks Value chain Time horizon Climate change adaptation Impacts of climate change, such as business interruptions due to extreme weather events Risk Climate change mitigation Emissions of direct greenhouse gases within the company's own business activities, e.g. through fuel for the vehicle fleet Greenhouse gas emissions in the upstream and downstream value chain, e.g. through the purchase of goods, product use or disposal Actual negative impact Actual negative impact Reduction of greenhouse gas emissions during the usage phase, e.g. through low-emission Actual negative impact products Energy Greenhouse gas emissions at the company's sites due to thermal energy and electricity consumption Actual negative impact upstream own business area downstream short term medium term long term The company's material impacts on the climate arise along the entire value chain. In the upstream value chain, the greenhouse gas emissions are primarily generated by the production of purchased goods and their transportation. In its own business area, the company generates direct and indirect emissions, in particular through the fuel consumption of its vehicle fleet and the energy consumed for heating and electricity at its locations. Further emissions arise in the downstream value chain, for example when the products are used and when they are disposed of and recycled at the end of their life cycle. At the same time, the company reduces negative impacts on the climate, by manufacturing low-CO 2 e products and offering consulting on energy-efficient material flows. In addition to the impacts described, climate change also poses significant risks. One transition risk is the possible increase in energy and material prices, as carbon prices for fossil fuel energy and carbon-intensive raw materials may rise. The potential for more frequent and more severe extreme weather events poses a physical climate risk as these events can lead to business interruptions. For this reason, a resilience analysis was carried out in 2025 to assess the company's resilience to significant climate-related physical and transition risks. This built on the analysis of the previous year and confirmed its findings. Risk and opportunity drivers along the value chain were identified for short-, medium- and long-term periods based on selected climate scenarios [ page 44 ]. These findings were used as a basis to assess the financial impact of material climate risks. This analysis included calculating the potential impact on income and expenses based on scenario data on the extent and duration of the transitional events, market assumptions on price and demand changes, and internal business data such as revenue and expense forecasts. Actual developments may differ from the assumptions made. The financial impacts of transition risks and opportunities were analysed across the Group by combining the aforementioned data and modelling income and expenses for the defined time horizons. The financial implications of physical risks were assessed for the manufacturing and used equipment plants, the central spare parts centre in Kaltenkirchen and the Group headquarters in Hamburg. The analysis will be extended to further locations in the future. For the analysis, the possible duration of an interruption of operations at these locations and the associated revenue losses were determined for each relevant climate risk. In addition, measures that have already been implemented or are in the process of being implemented to minimise risk and take advantage of opportunities have been qualitatively analysed in order to assess the resilience of the business model. In future, these should also be included quantitatively in the resilience analysis. The resilience analysis has shown that the resilience of the business model varies depending on the underlying scenario. In terms of transition risks and opportunities, the Net Zero 2050 scenario expects significant medium-term cost increases. Among other things, this is due to rising energy costs, cost-inten-sive efforts to reduce emissions and sharply rising carbon prices for emission-intensive materials such as steel. This requires ‌strategic management of the purchasing process, geared towards low-carbon raw materials. Investing in self-produced renewable energies at an early stage can reduce costs arising from energy price increases. In the long term, the more rapid spread of emission-free technologies and renewable energies offers advantages, as the amount of greenhouse gases released per unit of energy generated or product manufactured can be reduced, thereby stabilising costs. In the NDC scenario, moderate to high cost increases are predicted in the medium term due to rising carbon prices and changes in the energy sector. In the long term, only small cost increases are expected because carbon prices remain stable and no additional climate change mitigation measures beyond national targets are implemented. This may weaken demand and thereby the commitment to reducing emissions and increasing energy efficiency. At the same time, the cost stability ensures continuous demand and enables steady growth in the current product range. Gradual adjustments to environmental standards offer opportunities to tap into new market segments without making radical changes. In the NDC scenario, the company's resilience is higher than in the Net Zero 2050 scenario due to lower cost risks. In both scenarios, more stringent regulations and political measures could increase the demand for zero-emission technologies, such as electric material handling equipment, as well as for a used equipment business that conserves resources, and thus represent growth opportunities. The close alignment of climate change adaptation and climate change mitigation measures makes it possible to enhance the resilience of risky assets and business activities. Jungheinrich is pursuing the vision of climate neutrality, i.e. a global situation in which human activities have no net impact on the climate system. Investments in energy-efficient buildings, green infrastructure, renewable energies and low-carbon materials not only reduce CO 2 e emissions, but also improve adaptability to extreme weather events, material price fluctuations, market shifts towards sustainable products and regulatory requirements. These actions, which are included in the decarbonisation strategy [ page 55 ], will be incorporated into the further development of the resilience analysis. It is expected that the implementation of the actions will lead to a reduction in the financial impact in both scenarios. Regarding physical climate risks, both IPCC scenarios can lead to losses of assets and sales. The amount depends on the frequency and intensity of climate-related hazards such as droughts and flooding. While lower financial impacts from physical risks are expected under the SSP1-2.6 scenario, these impacts may increase under the SSP5-8.5 scenario due to more frequent and more intense extreme weather events. These can damage assets such as buildings and production facilities, disrupt supply chains and production, and thus lead to a loss of revenue. The measures required to manage the risks include improved wastewater infrastructure, additional drainage systems and structural protections. Expanding in-house energy generation and developing emergency plans can increase energy autonomy and reduce downtime. Overall, the company is resilient to physical climate risks due to the adaptation actions it has already taken and substitution options in production and supply chains [ page 46 ]. Further investments are planned to minimise damage and mitigate risk, particularly in relation to high physical climate risks. Jungheinrich continuously adapts its business model to climate change. No assets or business activities have been identified that are incompatible with the transition to a carbon-neutral economy. The focus on electric material handling equipment and other existing business fields, such as short-term rental and used equipment, is also increasing the company's ability to adapt to climate change. Physical climate risks are already being considered in the strategic selection of locations. At locations that are threatened by climate risks, appropriate adaptation actions are implemented. Nevertheless, further actions are required to minimise the costs of transition risks and to make the building infrastructure more resilient to physical climate risks. The implementation of further actions is dependent on the availability of funds to an unspecified extent. The company sees no risks in obtaining the necessary funding. Climate change mitigation and energy Climate transition plan steers progress towards decarbonisation Konzepte: E1-1, E1-2, MDR-P Jungheinrich adopts a systematic approach to address climate change and to contribute to the vision of global climate neutrality through actions in various parts of the climate system. In addition to decarbonisation as well as energy and environmental management, aspects such as biodiversity, the circular economy and resource utilisation are integrated and addressed with a holistic approach. The strategic climate transition plan for decarbonisation is based on a four-step greenhouse gas management approach: Annual calculation of the Group-wide greenhouse gas emissions by calculating the CCF Step-by-step creation of PCFs 1 for the product and service portfolio Implementation of the Road to Zero Emissions with central actions and milestones for the systematic reduction of emissions In the long term, neutralisation of remaining greenhouse gas emissions The climate transition plan covers the entire value chain and all global business activities. For the achievement of the defined decarbonisation targets, transparency regarding Group-wide emissions is essential [ page 57 ] . The CCF provides the key underlying data for this by tracking all Scope 1, 2 and 3 emissions and not excluding any activities in the value chain. The Scope 3 categories of processing and franchises are not part of the business model. As all significant assets are included in the CCF, locked-in greenhouse gas emissions do not jeopardise the 1 PCF: Product Carbon Footprint (product life cycle assessment) ‌achievement of the decarbonisation targets. The ongoing preparation of PCFs also delivers transparency at product level. PCFs track CO 2 e emissions over the entire life cycle of material handling equipment - from the raw materials, production and transport through to usage and end of product life. The method used to calculate these is verified by an independent third party, and compliance with DIN EN ISO 14067 is confirmed. Group-wide energy management is part of greenhouse gas management. It includes reducing energy consumption at the Group's own locations, expanding the infrastructure for electric mobility, boosting the generation and use of electricity from renewable energy sources and continually improving site and product energy efficiency. The climate transition plan, as an integral part of the corporate strategy, is factored into financial planning and approved by the Greenhouse gas management in four steps 1. Corporate carbon footprint 2. Product carbon footprint 3. Road to zero emissions 4. Voluntary offsets of residuals Annual update Board of Management. The target dimensions of the plan have been validated by the SBTi to ensure that the emissions targets align with the objectives of the Paris Climate Agreement. The company is also guided by The Climate Pledge, and other external initiatives and certifications such as DIN EN ISO 50001. All underlying data is in line with international standards such as the Greenhouse Gas Protocol. Dialogue with other companies is promoted through involvement in business networks, including Econsense. Strategic decisions, such as the switch to electricity from renewable energy at all locations and the electrification of the company's own vehicle fleet, are made by the Board of Management. Actions are taken at various management levels, with the Sustainability Committee involved in key decision-making processes and the Climate Council - part of the Sustainability Committee - coordinating actions and topics for implementing decarbonisation targets. The Board of Management and Supervisory Board are regularly informed about the progress of activities and, through their central role in managing and monitoring objectives, ensure that all relevant measures are coordinated and implemented. Internal and external stakeholders, such as customers, suppliers and external partners, are actively involved in organising climate change mitigation activities, for example through regular meetings on topics such as the electrification of the vehicle fleet, the renovation of buildings and the collection of emissions data from suppliers. Employees participate in the processes through, for example, a global sustainability communication platform and specialist working groups. A dedicated website also informs external stakeholders about the progress and measures for decarbonisation. Progress made through systematic emissions reductions Actions: E1-1, E1-3, E1-4, E1-6, E1-7, E1-8, MDR-A, BP-2 The Road to Zero Emissions is being implemented as part of the decarbonisation strategy and involves comprehensive measures for reducing greenhouse gas emissions across all scopes. These actions are designed to achieve the targets set until 2030 and 2050. Regarding Scope 1, various actions taken resulted in an emissions reduction of 10.7 per cent compared to the base year 2021. This means that 49.8 thousand tonnes of CO 2 e were emitted. Compared to 2024, this represented a slight increase in emissions of 0.3 per cent. This was partially due to heating oil purchased as a contingency measure in connection with the energy crisis being consumed during the reporting year. Gas consumption also increased on account of individual production expansions. Overall diesel and petrol consumption was reduced, primarily through the progressive electrification of the company's own vehicle fleet. The expansion of the Group's associated charging structure also continued worldwide, in line with the ‌criteria of the EU Taxonomy Regulation for activity 7.4 Installation, maintenance and repair of charging stations for electric vehicles in buildings [ page 75 ] . Compared to 2024, the number of electric customer services vehicles quadrupled in the reporting year, rising from 68 to 296 of 5,193 vehicles in total. Outside of the service business, the share of electric vehicles also‌ steadily increased: at the end of the reporting period, the share of electric vehicles in the company car fleet was already at 30.8 per cent (1,078 of 3,495 vehicles). In addition, driver training focussed on efficiency is continuously available for customer service engineers in Europe, and process- and building-related emissions are being reduced worldwide. The complete conversion of electricity procurement to renewable energy sources is a central lever for reducing Scope 2 emissions. In the reporting year, 2,518.6 megawatt hours (MWh) (2024: 1,961.0 MWh) of self-generated renewable electricity were sourced along with 53,004.3 MWh (2024: 52,691.3 MWh) of renewable electricity from the grid. In 2021, the company switched to electricity from renewable sources at all its German locations. The aim is to achieve this switch on a global scale by Gross greenhouse gas emissions within the Group in accordance with the Greenhouse Gas Protocol 2030. In the reporting year, 57 companies (2024: 55 companies) used electricity from renewable sources. Photovoltaic installations were also installed at various locations, which is reflected in the capital expenditure reported under the EU Taxonomy Regulation in connection with economic activity 7.6. Installation, maintenance and repair of renewable energy technologies [ page 75 ] . As a result of the actions taken, the company achieved a reduction in Scope 2 emissions of 33.3 per cent compared to the base year 2021 and emitted a total of 6.2 thousand tonnes of CO 2 e in the reporting year. Compared to 2024, Scope 2 emissions were therefore reduced by 3.9 per cent. Scope 2 Indirect 7 8 15 Purchased energy for electricity and heat 6 Employee commuting 5 Leased assets 4 Company facilities Investments 14 Business Waste generated Transportation travel in operations and distribution 1 2 3 Company vehicles 9 Leased assets 11 12 Purchased goods and services Capital goods Fuel- and energy-related emissions Transportation and distribution Use of sold End of life treatment products of sold products Scope 3 Indirect Upstream activities Scope 1 Direct Scope 3 Indirect Downstream activities CH 4 PFCs CO 2 N 2 0 HFCs SF 6 NF 3 Jungheinrich aims to further reduce Scope 3 greenhouse gas emissions associated with its activities. In 2025, these were reduced by 1.6 per cent compared to the base year (2021) and by 0.2 per cent compared to 2024. To achieve further reductions in emissions, working groups were set up to focus on particularly emission-intensive Scope 3 categories, such as purchased goods, and to identify, evaluate and verify actions. The first initiatives have already been implemented, including exchanges with selected suppliers on the use of low-carbon production materials. In addition, actions involving all areas of the company and targeting Scope 3 as a whole have been launched, such as integrating decarbonisation requirements into the product development process and the planned introduction of internal carbon pricing. Other measures to reduce emissions taken in the reporting year include, for example, converting shuttle transports to fully electric goods vehicles in Germany. In addition, the Group-wide travel policy was revised to place a greater Jungheinrich AG I Annual Report 2025 Page 3

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