Ensto Sustainability Report 2022

Sustainability Report 2022
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES Table of contents 2
Table of contents
For over 65 years, Ensto, a growth-oriented
and international family business and
technology company, has been dedicated
Message from the Chairwoman of the Board........................................................... 3
to electricity with a long-term and human-
centric approach. We offer smart and Ensto in brief................................................................................................................... 4
reliable electrical solutions and expertise Highlights........................................................................................................................ 5
for electricity distribution system operators
and help them to succeed and create a Sustainability at Ensto................................................................................................... 6
more sustainable tomorrow. Our key sustainability commitments........................................................................ 10
Sustainability Governance.......................................................................................... 11
Currently Ensto has a total of 900
employees in 18 countries in Europe, Stakeholder engagement........................................................................................... 12
North America and Asia. We are bound by Sponsoring and memberships................................................................................... 13
our common purpose: making life better Sustainable Development Goals at Ensto................................................................ 14
with electricity. Sustainably. Enhancing actions on climate and circularity.......................................................... 15
Empowering employees by providing a safe and inclusive working place........ 20
Ensuring high ethical standards and compliance across our value chain.......... 25
UNGC index................................................................................................................... 29
GRI index....................................................................................................................... 30
About this report.......................................................................................................... 34
Ensto’s Sustainability Report 2022 focuses on the key sustainability challenges and opportunities we face and the many
ways in which we are responding. See section About this report to read more about our reporting practices. In this report,
the reporting scope has been clarified in connection with each indicator and marked with the following asterisks:
*Comparison year 2021 data includes both Ensto DSO business and Ensto Building Systems business data from 12 months.
**Comparison year 2021 data includes Ensto DSO business data from 12 months and Ensto Building Systems business
data from 10 months.
If asterisks are not defined years 2021 and 2022 include only Ensto DSO business.
Comparison years' 2018-2020 data includes both Ensto DSO and Ensto Building Systems.
The report you are reading is an interactive PDF, so you can scroll up and down, but also click the table of contents,
navigation bar on the top of the page and other links throughout the report to move around and find more information.
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES Message from the Chairwoman of the Board 3
MESSAGE FROM THE CHAIRWOMAN OF THE BOARD
At Ensto, sustainability is the driver of our journey forward

In spite of the turbulent operating environment, 2022 was a Sustainable business is also good business, and the green That said, despite the many leaps forward, there is
year of growth for Ensto. In the summer of 2022, we made transition is helping to expand Ensto’s business opportunities still room for improvement in our sustainability work.
a value-based decision to end our operations in Russia and in a remarkable way. Electricity and electrification have For our next step, we need to focus our efforts on better
sold our Russian company to local management. Despite a critical role to play in our changing society, and Ensto’s understanding the CO2 footprint of our value chain as a
this disruption, we were able to grow in other markets, reliable and smart electricity distribution solutions help whole. More resources will also be put into improving
and our operating result remained positive. Growth during drive the green transition. The ongoing energy crisis has the sustainability of our product development. As a
a challenging year was largely enabled by the strategic further accelerated the transition and there is a growing manufacturing company, both our footprint and our
decision to divest the Ensto Building System business in demand for solutions such as Ensto’s that build next-gen handprint are connected to the development stage, where
the previous year. This meant that all our resources were infrastructure for renewable energy sources. the critical choices are made. Improving the workplace
focused on serving our DSO customers with our expertise safety of our manufacturing sites is another area of
and solutions. improvement for us to focus on in the coming years.
The success of our business is now becoming ever more A leap forward in sustainability work
tightly linked to sustainability. Stakeholders’ expectations In 2022, our performance in the targets set for our Aiming to be at the forefront of the industry
concerning our sustainability are increasing, and among sustainability work was on a good level. We were able to At Ensto, we see the value of sustainability in the long
technical features it has become one of the primary make a significant leap forward in our Scope 1 and run, and our strong family roots and values form a good
selection criteria among our DSO customers. In addition 2 emissions, meaning that our target to reduce our basis for contributing to a more sustainable society. In
to customer demand, the regulatory requirements for CO2 emissions by 50% was reached three years ahead of the same way, as we are a leading expert in our business,
sustainability are expanding, which challenges companies schedule. Our ambition to reduce CO2 emission remains I am confident that we can also be at the forefront of
of all sizes in the future. high, and we have now raised the target to reduce our sustainability within the industry.
The strongest motivation for sustainability, however, emissions by 75% by 2025. I hope you enjoy reading this report and wish that you
stems from within Ensto. We have a long history of We also received positive results in both customer will follow our sustainability progress in the future too. Let’s
responsible business practices, and our own people, from and employee satisfaction surveys. Improving workplace continue to strive for our common purpose: making life
owners and management to employees, are committed to diversity and inclusion is a priority at Ensto, and in 2022 we better with electricity. Sustainably.
leaving a positive societal handprint. At Ensto, sustainability continued building our competence and further developing
is not something vague and intangible – it is highly visible our processes around these themes to make sure that
and concrete in our everyday work. our strong foundation lasts and develops in the changing Marjo Miettinen
world. Chairwoman of the Board
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES Ensto in brief 4
Ensto in brief
WHO WE ARE WHERE WE ARE Ensto Wolrdwide
Ensto is an international, Sales offices 18

growth-oriented family company Production 6
powered by people since 1958. R&D 5
Ensto Group, headquartered
in Porvoo, Finland, is owned
by Ensto Invest Oy. Ensto has
100
Selling to
production plants in six countries: countries

Finland, Estonia, France, India,
Ireland and Sweden.
WHAT WE DO
PERSONNEL
900
Ensto is a leading expert OUR TURNOVER DSO MARKET
for distribution system VALUES 2022 BUSINESS AREAS
operators (DSOs), by
100
offering innovative and
%
Trust Capital
reliable, long life-cycle
overhead lines, under- Others
Creativity Norway
15%
ground networks, net- 12%
170 M€
work automation and Winning Together
Finland Africa
new smart technology Other EU
28% Sweden 14%
products and solutions. Strategic decision in 2021 countries
9%
India 4% to focus on DSO business 23%
READ MORE >
Estonia Finland
and divest Ensto Building
31% 10% France
Other Systems business to
17%
countries 14% Legrand Group.
France
23% Overhead Underground Network New Smart
Lines Networks Automation Technologies
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES Highlights from 2022 5
Highlights
STRATEGY & COMMITMENT WAYS OF WORKING AREAS FOR IMPROVEMENT
The first emission reduction Employee satisfaction Sustainability basic and We are on our way towards
target exceeded in 2022 and First long-term targets in sustainability are put improved, Net Promoter cyber security trainings a zero-accident workplace.
2025 target updated to into action through business, location and function Score organized, as well as To get to the next level, we
75% 27
sustainability programs. Leaders’ trainings in are engaging our employees
coaching and feedback more widely on safety work
and improving our processes
and procedures through an
ISO 45001 certification project.
(18 in 2021, 10 in 2020) Recruitment concept
renewal having especially
Focus on diversity and inclusion
Ecovadis silver medal diversity and inclusion in
Target to increase women’s to increase the share of
sustained in 2022, and focus
average base salary position Outstanding results from women and other gender in
score improved by 11
by 4% – Result in 2022 Ensto’s Customer senior positions
points placing us among
5%
the top Satisfaction Survey 2022
10%
cNPS being Salary gap closed at the Group
54
level. To close the salary gap in
all locations, we continue our
systematic work with annual
5
salary reviews and implement
th
Diversity & Inclusion performing companies the Ensto job framework for all
long-term roadmap was put worldwide. current and future Ensto people.
into action by a mandatory
D&I training for businesses Our first product Scope 3 calculations and
CO2
place in the small and product specific environmental
management teams
medium-sized organizations Ensto in Estonia was assessments and declarations
members.
category for Ensto Finland awarded and maintained
in Responsible Employer the gold level from the Product and manufacturing related
campaign by Oikotie. Responsible Business Several measures, innovation and collaboration to con-
Forum. footprint calculations methods and services tinue on new, sustainable materials.
made from cradle to gate taken in use to improve Concentration on reducing emissions
our cyber security. of raw materials by finding alterna-
tives and re-using own materials.
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES Sustainability at Ensto 6
Sustainability
at Ensto
OUR SUSTAINABILITY STORY
Sustainability is a key pillar in Ensto’s

strategy and a critical success factor At Ensto, we have the power to help reshape our
world for the better. We provide electrical products and
for our business. Sustainability and solutions for the critical infrastructure that drives the green
ethical business conduct is embedded transition, and promotes societal equality and development
through electrification.
in our DNA as part of our Finnish family
company heritage, and both Ensto’s Sustainability lies at the heart of our strategy and is the
driver of our journey forwards. Our mission is to encourage
owners and senior leadership are our valued customers to meet their sustainability targets,
committed to leading the company in a by creating durable and innovative products and solutions
that deliver a positive impact across their entire life cycle.
responsible way and creating a positive Our ambition is to be at the forefront of sustainability
handprint in society. The landscape of within our industry.
sustainability regulations is evolving fast To succeed, we know that greater well-being, diversity,
and requirements regarding business and inclusion will empower our people to thrive. We will
also continue to ensure that we live by the long-held
conduct and reporting are expanding. principles of our family business: equality, transparency
However, the strongest motivation for and high ethical standards throughout our value chain.
continuously improving our work stems By creating smart solutions today, we can build more
from within Ensto itself. sustainable energy production and distribution tomorrow.
At Ensto, we make life better with electricity. Sustainably.
At Ensto, strategic sustainability has reached a new level

in recent years. In 2021, we published our new strategy
with five strategic themes, and high ethical standards and
sustainability became a key pillar in it. Ensto’s sustainabil-
ity program was updated in 2022, and three new themes
were added: diversity and inclusion as a new social theme,
circular economy to broaden our environmental work and
compliance to set light on the big transformation in the
legal front.
In 2022, we also conducted a materiality assessment in ESG (environmental, social, governance) topics through the
collaboration with key stakeholders to further elaborate online survey. In total, 254 responses were received from Ensto’s strategic themes 2021–2025
Ensto’s sustainability program. The structure of our sustain- the online survey from all stakeholder groups. To deepen
ability program is threefold and consists of: the understanding, in-depth interviews were conducted
with two representatives from Ensto’s senior leadership,
our action on climate and circularity, one supplier, one customer and one stakeholder who is People first
both a customer and supplier. We support our people to
providing a safe and inclusive workplace and
In addition to the views gained from key stakeholders, make full use of their talent.
ethics and compliance throughout our value chain. actual and potential social and environmental impacts, as Together we reach for the
well as their impact on Ensto’s business were considered. highest performance in our
After analysing the survey and interview results, the operation, products and
Materiality assessment as the basis for findings were presented to an internal group of topic Customer centricity services.
sustainability work experts who further evaluated the significance of Ensto’s Our business is developed
In early 2022, we conducted a sustainability materiality own impact on these sustainability topics. Ensto’s through strong customer
analysis in collaboration with our key stakeholders. By Sustainability Steering Team evaluated and adjusted the relationships based on
technological expertise and
engaging internal and external stakeholders in the process, results into 22 topics of the most material importance for
high-quality flexible service. Innovative solutions
we ensured that our work focuses on issues that are Ensto and its stakeholders. The analysis forms the basis
We are dedicated to serve the
relevant in terms of stakeholder expectations, as well as of our 2022 sustainability reporting, which is done with
changing needs of our custom-
on the social, environmental and economic impact of each reference to the Global Reporting Initiative’s framework
ers by constantly developing
issue. The key stakeholders involved in the assessment (GRI). new product and solution inno-
were customers, employees, suppliers, and owners. Ensto’s impacts are assessed on an ongoing basis vations, that meet or exceed the
The materiality assessment was conducted in a three- through active stakeholder engagement. Next, the technical requirements, quality
step process including an online survey, five stakeholder sustainability topics will be further evaluated based on and specifications.
interviews, and two internal working meetings. The process their financial materiality.
Operational excellence
started by identifying and evaluating the most relevant Our delivery capability is
superior to competition
and earns us preferred
MATERIALITY ASSESSMENT PROCESS

position in the markets. High ethical standards
and sustainability
PRIORITIZING AND High ethical standards and
IDENTIFYING ASSESSING GROUPING FORMULATING ESTABLISHING
sustainability are at the core
of everything we do.
List of potential Impacts, Final list of KPIs and Sustainability

material topics risks and material topics measures programme
opportunities and focus areas
Systematic work in multiple areas to achieve however, continuously working closely with our suppliers to MATERIAL TOPICS SDG
sustainability targets better understand our Scope 3 emissions and to reducing
In 2022, targets derived from Ensto’s group-wide sustain- these emissions. In addition, in 2022 the first pilot projects
ENHANCING ACTIONS ON CLIMATE AND CIRCULARITY
ability program were set to all key functions and locations in measuring product-specific environmental footprint
for the first time. The action plans for each focus area were were carried out. The process will be further developed and • CO2 reduction and energy efficiency of manufacturing
systematically executed, and progress was followed up on. expanded to more products. • Innovation and R&D to promote sustainability
By doing this for the first time we learned plenty and can We also continued improving diversity and inclusion • Preserving biodiversity throughout our value chain
develop the process further. In addition, many sustainabil- at Ensto, focusing on evaluating our strengths and • Product quality and durability
ity-related training courses were arranged for Ensto’s em- weaknesses as a workplace. New tools for evaluation were • Products with positive impacts, advancing global sustainability goals
ployees and suppliers to help build further competences. adopted and topic-specific training for top management • Supply chain emissions and other environmental impacts (incl. logistics)
During 2022, we were able to make significant and other key people was started. Additionally, we renewed • Sustainable product design to minimize life-cycle environmental impacts
reductions in our CO2 emissions, and our first phase target our recruitment process to be more inclusive. This included, • Use of renewable, recyclable or reusable materials
to reduce Scope 1 and 2 CO2 emissions by 50% was reached for example, anonymous recruitment and the neutralization • Waste minimization and proper treatment
already during the year 2022. This was largely due to of language in our job advertisements. In 2023, one of our
switching to renewable sources of energy in our electricity top priorities is to grow Group wide safety culture. To reach
contracts. Our updated target is to reach a 75% reduction a zero-accident workplace, have developed practices and EMPOWERING EMPLOYEES BY PROVIDING
in CO2 emissions by 2025. In 2023 we are aiming to also tools to engage the personnel widely in safety work and at A SAFE AND INCLUSIVE WORKING PLACE
set our long-term target for emission reductions to reach the same time increase the number of safety observations • Equality, diversity and inclusion and non-discrimination
net-zero. at our production sites for continuous improvement. • Employee competence development
We were not able to reach our goal to fully report our We have made a communication plan to increase safety • Employee health, safety and wellbeing
Scope 3 emissions by 2023. The reason for this was that awareness and focus on topics that we see are the most • Employee satisfaction and engagement
gathering data on raw materials and transport has turned important areas in our safety work. • Employment conditions and labor rights (incl. fair pay, freedom of association)
out to be more time-consuming than anticipated. We are,
ENSURING HIGH ETHICAL STANDARDS AND
"We have a long history of responsible business COMPLIANCE ACROSS OUR VALUE CHAIN
• Avoidance of child and forced labor

practices, and our own people, from owners and • Customer privacy and data protection
• Cybersecurity of products and solutions
management to employees, are committed to • Ethical business practices and legal compliance
leaving a positive societal handprint."

• Honoring human and labor rights throughout value chain
• Material compliance and responsible sourcing of minerals
• Product and customer safety
Marjo Miettinen • Sustainability competence building and integrating sustainability in operations
Chairwoman of the Board
Building competence to meet the future THE MOST IMPORTANT TOPICS FOR OUR KEY STAKEHOLDERS
sustainability requirements
As regulatory requirements for corporate sustainability
expand in an unprecedented way, new competences and
resources are needed at Ensto as well. To that end, we are
systematically building our competences and developing
processes to meet upcoming obligations. This means closer
cooperation between internal functions such as sustainabil-
ity and finance. We are also deepening our understanding
of Ensto’s impact on human rights across the value chain
and starting the due diligence process by evaluating the
current state.
In addition to building competence internally at Ensto,
we also need strong partnerships in order to meet both
the regulatory requirements as well as our long-term
goals in sustainability. Cooperation with partners is key
in innovating future-proof materials for our products, for
example. Partnerships also in data management, cyber
security, work wellbeing and supply chain management are
becoming increasingly important.
EMPLOYEES CUSTOMERS OWNERS SUPPLIERS

• Employee health, safety and • Product and customer safety; • Anti-corruption and anti-bribery • Honoring human and labor rights
wellbeing Sustainable product design to minimize • Honoring human and labor rights • Avoidance of child labor and forced
• Honoring human and labor rights life-cycle environmental impact and compulsory labor
• Avoidance of child labor and forced and
• Avoidance of child labor and forced • Customer privacy and data protection compulsory labor • Employee health, safety and
and compulsory labor • Employee health, safety and wellbeing • Contributing to training of future talent wellbeing
• Product and customer safety • Avoidance of child labor and forced and • Crisis management and business • Product and customer safety
• Product quality and durability compulsory labor resilience • Product quality and durability
• Product quality and durability • Employee health, safety and wellbeing;
Product and customer safety
• Equality, diversity and inclusion and non-
discrimination
• Products with positive impacts
CONTENTS GENERAL INFORMATION SUSTAINABILITY
SUSTAINABILITY SUSTAINABILITY NOTES Our key sustainability commitments 10
Our key sustainability commitments
ENHANCING EMPOWERING ENSURING

actions on climate employees by providing a safe high ethical standards and
and circularity and inclusive workplace compliance across our
value chain
50% of our R&D investments contribute We will continuously work to reduce We will train 100% of employees in ethics
to SDGs by 2030 sick leaves and strive for zero and sustainability and all supervisors in
accidents diversity and inclusion by 2025
We will reduce our scope 1 & 2
CO2 emissions by 75% by 2025 1/3 of our senior positions will be held 100% of our main suppliers have confirmed
by women and other gender by 2025 commitment to our Supplier Code of
We will strive for circularity by reducing Conduct by 2025
inventory scrap by 50% and increasing We aim for employee engagement
new materials in solutions by 2025 index to 80 by 2025 We will embed sustainability evaluation into
the supplier qualification process by 2025
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES Sustainability Governance 11
Sustainability Governance
Ensto’s commitment to sustainability is Governance body Role SUSTAINABILITY GOVERNANCE AT ENSTO
embedded throughout our purpose, Board of Ensto The Board’s primary role is through its decisions, to ensure future success and operational
preconditions for Ensto. The Board confirms, reviews, monitors and guides the strategy,
vision and strategy. Sustainability and including high ethical standards and sustainability. The Board reviews the company performance
Board of Directors
high ethical standards are the guiding and development of the shareholder value. Overall accountability for the management and
guidance of risks and opportunities. The Board supervises the development of the human
principles for Ensto’s other four capital management and confirms the incentive program for Ensto employees. Group
SVP HR,
strategic growth themes. A wide range Management
Team
Communications,
of sustainability policies guide our daily (Sustainability

Marketing &
Sustainability
Executive Committee)
work. Group Management Team The team ensures the execution of strategy, company performance, and conduct, including
SUSTAINABILITY
high ethical standards and sustainability. The team upholds a strong culture based on Ensto’s
STEERING
ethical principles and values. Group management team forms together with group sustainability
TEAM
The high standard and guidelines for ethical and sustain- function a Sustainability Executive Committee to learn together and concentrate on Businesses’, Group
sustainability related decisions. SVP HR, Brand, Communications, Marketing and Sustainability, countries’ and sustainability
able operations are set out and communicated via Ensto’s
a Group Management Team member, leads the sustainability work at Ensto and is also the functions’ function
Employer Code of Conduct and Supplier Code of Conduct. chairwoman of Sustainability Executive Committee. leadership
We also have separate policies for Health and Safety (HS)
and Quality and Environmental (QE) matters. A new policy
for anti-corruption practices is currently being prepared at
Ensto offices and production plants
Ensto. The policy will be published during 2023. Businesses’, countries’ and Leadership teams across the company implement strategy and sustainability actions into
In addition to our internal policies, our work is guided functions’ leadership daily business towards commonly set targets. The teams report on progress and reaching the
by the principles of the United Nations Global Compact and common sustainability goals.
by the legislation in each of our operating countries and

geographical areas like the European Union.
We carefully follow the requirements of the ISO 9001 Group sustainability This function supports our sustainability strategy to deliver on our goals. Function co-ordinates
function sustainability; executes and supports development projects and sustainability communications.
and ISO 14001 standards. All our manufacturing sites are Head of Sustainability works together with SVP HR, Brand, Communications, Marketing and
certified according to ISO 9001:2015, and all according to Sustainability.
ISO 14001:2015 except our manufacturing sites in Delhi,
India and Vaasa, Finland. In addition, Ensto’s first ISO 45001
certification is planned to be completed in 2023.
Ensto’s sustainability commitment and actions are eval- Sustainability Steering Team This cross-functional team of experts supports the sustainability team and management on
uated internally through internal audits and management sustainability strategy. The team develops themes, targets, KPI’s, development projects.
reviews. Externally Ensto’s sustainability is evaluated as part
of ISO 9001 and 14001 management systems’ audits and
audits carried out by our customers.
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES Stakeholder engagement 12
Stakeholder engagement
Transparent and open relationships Key stakeholders, their expectations and set objectives
with our stakeholders is important to Stakeholder Significance to Ensto Interest of stakeholder group Main activities Terms and Definitions:
us at Ensto. Our business activities Employees • Competent and engaged • Healthy and safe work environment • Employee Engagement survey eNPS
affect a wide variety of different employees enable satisfied
customers and make a
• Career and individual development possibilities • ePulse surveys Employee Net Promoter Score
stakeholders, and we want to ensure successful company

• Fair recognition and reward
• On time and clear communication on strategies, objectives, success and changes
• iGrow, weGrow discussions
• Competence management
Employee Engagement index
• Critical resource for business Engagement index is used to
we understand their needs and continuity and growth • Reliable employer (work continuity) • Trainings describe the engagement levels
of employees i.e. how happy
expectations. Our key stakeholder • Job Framework and salary review process
• Communications
they are working at Ensto and
groups are employees, customers, • Monitoring and reporting

would they recommend Ensto
as a great place to work at.
suppliers, owners, local communities Customers • Critical for success in business • High-quality products, solutions and services • Develop customer relationship through
iGrow discussion
meetings, trainings, fairs and visits
particularly around the manufacturing • User of the products and
services
• Competitive pricing
• Easy and fast to install products • Customer Satisfaction survey
One-on-one development
discussion between leader and
sites, and regulators. • Engagement opportunities • Superior delivery capability and customer service • Technical support a team member
and development • Marketing and communications
• Business ethics and anti-corruption
• Monitoring and reporting LTIF
• Engagement opportunities and experience Lost time injury frequency
We actively engage with our various stakeholders through
a variety of activities and channels such as direct meetings Owners & Top • Sets the business framework, • Financial performance • Responsible risk management cNPS
Management culture and direction • Growth oriented • Implementation of Ensto Code of Conduct
and discussions, surveys, and long-term collaboration. We Customer Net Promoter Score
• Invest the money in • Business strategy realization • Implementation of Ensto strategy
have set measurable objectives and defined processes for organization OTD
• Governance stability and sustainability • Monitoring and reporting
monitoring and reviewing their status. • Risk management
On Time Delivery
In 2022, one of the most important events in our stake- • Excellent global reputation DA
holder engagement was Ensto’s sustainability materiality Delivery Accuracy
Suppliers • Enabler in customer • Procurement practices • Supplier relationship management
assessment, in which we collaborated with both internal
satisfaction via quality, pricing • Develop lasting relationships • Implementation of Supplier Code of Quality yield
and external stakeholders to gain an understanding of and delivery capability Conduct Shows the percentage of good
• Pricing principles
which topics are considered most relevant, how the current • Sustainable supply chain
• Open, fair and mutually beneficial partnership • Risk suppliers’ identification and auditing quality products (product
management yield) and quality components
sustainability work is seen and what expectations there • Clear demand and open communication on supplier selection • Monitoring and reporting
(supplier yield) from the total
are for Ensto’s sustainability work in the future. Read more
about the assessment in Sustainability at Ensto. Local • Promotes social responsibility • Ethical behavior being trusted and responsible corporate citizen • Active dialogue
communities, • Impact on reputation • Economic investments for local welfare • Sponsoring
civil society
• Community programs and events for social development • Activity in social media
• Cooperation with schools, universities and local communities
Regulators • Impact on reputation and • Compliance with laws and regulations • Active dialogue
and decision doing business • Environmental management and compliance • Monitoring and reporting
makers • Evaluates the compliance • Safety management and compliance
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES Sponsoring and memberships 13
Sponsoring and memberships

The main goal of our sponsoring is Ensto key memberships and roles in them
Ensto is a signatory of the United Nations Global Compact,
to engage in concrete actions and a voluntary initiative based on CEO commitments to imple-
URGENT HELP TO FAMILIES AND CHILDREN
IN UKRAINE
to be an active and responsible ment universal sustainability principles and to take steps to
actor in building a better future. support the goals of the United Nations. Ensto is committed Children and families in Ukraine are in a need of urgent help.
to the ten fundamental principles of the initiative, which aim
Our sponsorship policy emphasizes to foster fair and sustainable business policies and practices.
To help the victims of the war and alleviate the humanitarian
emergency in Ukraine, we teamed up with UNICEF and
cooperation with young people. This The World Energy Council (WEC) is a global network donated to the aid work in the crisis area. The donation is used
reflects our values of responsibility, of over 3000 member organizations in approximately 100 to provide for example shelter, warm clothes, and
countries with a mission to promote the sustainable supply vaccinations against polio and measles to Ukrainian children.
human-centricity, innovativeness, and
and use of energy. Our role in the organization is to cooper-
collaboration. ate and support the progress of the energy transition.
The Climate Leadership Coalition (CLC) is the largest
We cooperate with different entities and projects where the non-profit climate business network in Europe. Our role
SUPPORTING LOCAL HANDBALL CLUB
main weight is placed on creativity, as well as on societal in this network is to share and learn best practices to help
TO OFFER YOUNG PEOPLE AN OPPORTUNITY
and environmental matters. Considerable emphasis is accelerate the green transition and work together to make
TO PRACTICE
placed on supporting both children and youths’ physical policy proposals for governments.
exercise and well-being in communities where Ensto has its Finnish Business & Society (FIBS) is a non-profit, inde- Akilles Käsipallo is a local handball association in Porvoo,
plants. Through our sponsoring, we support local children’s pendent corporate responsibility network in Finland, whose Finland, which focus point has always been on children and
sports clubs and provide activities for disabled and goal is to advance economically, socially and ecologically young people. Covid19 impacted its’ junior activities, and
disadvantaged children. We also support the technological responsible business in Finland. Our role is networking and many young people ended their hobbies during that time.
innovation of young people by supporting and organizing sharing best practices and learning from others. PARA DRESSAGE RIDER JESSICA Gladly, the situation has normalized since. Now the players
events, as well as cooperating with educational institutions Inklusiiv is a non-profit, registered association that KERTTUNEN MAKES DREAMS HAPPEN are facing different struggles. Even though handball is one
in our industry. creates and shares knowledge about diversity, equity and of the most affordable sports to practice, some children’s
Para dressage rider Jessica Kerttunen is one families can’t afford it, as life has become more expensive in
inclusion and drives societal change in Finland. The associ-
of the youngest athletes sponsored by Ensto. general.
Enhancing the industry’s sustainability ation is the organizer of Women in Tech Finland. We have a
In 2022, Kerttunen won the Finland’s para
Ensto is involved in several industries and other associations premium membership in the organization, and we support dressage Championships and participated in the When sponsoring different parties at Ensto, we especially
that are aimed at promoting sustainable development. We women’s empowerment in the technology area in coop- World Championships in Denmark. In 2023, Jes- want to support children’s hobbies and help to build com-
see these associations also as a great way to learn more eration with the organization. Currently, we are working sica’s goal is to attend the Paralympics in Paris. munity spirit. In 2022, we started a cooperation with Akilles
about the relevant sustainability issues facing our industry together to make our recruitment processes more inclusive. With Ensto’s support, this young and talented Käsipallo to promote this matter. With our help, Akilles can
and the determination to be involved in seeking solutions Nollis forum is a Finnish Vision Zero Forum for the net- woman athlete continues training for the next support young people and provide also low-income families
together. working of workplaces that aims to continuously improve battles and pursuing her dreams. with an opportunity to practice handball.
occupational safety and well-being and to disseminate good
practice. Forum supports us on our way towards achieving
READ MORE > READ MORE >
a zero-accident workplace.
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES Sustainable Development Goals at Ensto 14
Sustainable Ensto’s SDGs and our contribution
Development Gender equality Responsible consumption and production
Goals at Ensto We are committed to increasing gender diversity throughout

all levels of our company by developing competences with
We constantly try to minimize our waste generation and increase
the recycling rate. We design our products taking material
diversity and inclusion trainings and inclusive recruitment efficiency into account. We aim for high quality and to produce
process. robust products with a long lifespan.
The United Nation’s Sustainable

Development Goals (SDGs), a
worldwide action plan to end poverty, Affordable and clean energy Climate action
We offer innovative and reliable, long life-cycle overhead lines, We aim to decrease our own energy consumption and lower our
aims to protect the planet and ensure underground networks, network automation and new smart indirect emissions (e.g., from logistics). We aim to increase the
that all people enjoy peace and technology products and solutions for electricity distribution environmental knowledge and competence of our own employees.
prosperity. networks. We develop solutions for wind electricity production We see that electricity, especially smart electricity solutions, plays an
and develop micro-grid technology which enables integration of important role when fossil fuels are replaced by renewable, carbon
Ensto is committed to conducting business supporting the renewable energy sources to rural communities. free electricity. Electricity is an enabler of modern life, modern
goals and underlying targets. At Ensto we have identified societies, energy efficiency and carbon emission reduction.
seven Sustainable Development Goals that our business,
solutions and people primarily contribute to.
In 2022, Ensto continued competence building with UN Decent work and economic growth Peace, justice and strong institutions
Global Compact and we took part in the Climate Ambition Our business has a positive economic impact on communities We are committed to responsible business practices and refrain
Accelerator program. The goal of the program is to support through employment and taxes. We take care of our employees from all forms of bribery, fraud, or corruption. This is described
participating companies of the UN Global Compact to as- by developing a healthy and safe working environment. We in Ensto Code of Conduct, Supplier Code of Conduct and Anti-
manage human and labor rights risks in our own operations corruption Policy, and is an essential part of our strategy.
sess current performance, identify risk areas and discover
and in our supply chain. We work closely with our suppliers to In practice we are planning to train our people, inform our
new business opportunities while achieving the SDGs. The
increase quality and environmental awareness. customers and suppliers, evaluating related risks and targeting
program supported Ensto in setting ambitious emission
reduction targets and planning a science-based roadmap in actions to the more risky areas. Other important part in place
is to have a mechanism to collect information if any unethical
line with the 1.5°C pathway.
practices are observed.
Industry, innovation and infrastructure
Our own R&D, manufacturing and laboratories give us the
expertise to continually innovate and serve our customers
on an individual level. We work with our partners to
research and develop new technologies.
SUSTAINABILITY SUSTAINABILITY NOTES Enhancing actions on climate and circularity 15
ENHANCING
actions on climate
and circularity
68%
reduction in the Scope 1 & 2 emissions
Ensto builds critical societal and 76.8% in Scope 2 emissions in 2022
infrastructure that helps drive the
green transition. We develop durable
and innovative products and solutions
37.8%
that advance the UN Sustainable
Development Goals. We are dedicated
to improving resource efficiency and
reducing greenhouse gas emissions of electricity from
across our value chain. renewable sources**
4%
improvement in
recycling rate**
Ensto is committed to countinuously developing our

sustainability and reporting about it. We have been **Comparison year 2021 data includes Ensto DSO business data from
publishing sustainability reports since 2010, and all 12 months and Ensto Building Systems business data from 10 months.
the previous reports are available on our website.
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES Enhancing actions on climate and circularity 16
Enhancing actions on climate and circularity Technologies and solutions to enhance

the green transition
Strategic aim Target 2022 results Future plans The fight against climate change demands large-scale in-
Embed sustainability • 50% of the R&D • 19.0% of R&D investments contribute to SDGs • Continue investing in solutions that dustrial solutions to enhance the green transition needed.
in our product investments contribute • Sales of our sustainable products 5.3 million contribute to SDG’s and seek new
Ensto’s technology enables the development of infrastruc-
creation to Sustainable euros in 2022 (4.1 million in 2021) business models based on smart
Development Goals technologies and new innovative ture for renewables and helps overcome the challenges
• First 4 product CO2 calculations made
(SDGs) (by 2030) materials caused by climate change and decentralized power gener-
• We aim to grow sales • Investigate product specific ation. An example of Ensto’s contribution to decentralized
of our sustainable environmental impacts & prioritize
products to 10 million opportunities for change power generation is our DEIE control cabinet which enables
euros by 2025 • Verified environmental claims for the interface between electricity producers and national
stakeholder communications grid utilities.
Waste nothing • Reduce inventory scrap • Inventory scrapping target not reached as scrap • Target to reduce slow moving
The manufacturing industry has a considerable environ-
by 50% (2025) increased by 21.8%, compared to 2021. But products in stocks with 50% and mental footprint, primarily because of the energy embodied
Embed circularity in • Increase new materials further analyses made and resources dedicated related development in the materials used during production. However, the tran-
our business activities in solutions to improve performance. • Expand scholar collaboration with
sition towards fossil-free energy can help reduce the overall
• Waste to landfill decreased by 58.0%, hazardous academic material science
Introduce innovative waste by 23.9%, energy waste by 37.8% and • Research for decoupling from
impacts of materials. Against this backdrop, circularity has
materials recycling rate improved by 4.0%** harmful substances (SVHC) and become a crucial area of focus for innovation and R&D at
• Strategic work continued with trainings from SF6 greenhouse gas used as Ensto. We are proactively exploring opportunities to incor-
and participation was secured in Finnish insulation medium
government sponsored circular design training porate bio-based, more recyclable, and recycled raw materi-
• Take part in development of
program by Ensto recycling materials, such as silicone als in our components to increase sustainability.
• Innovative concepting with Aalto University to recycling, with partners. One of the main factors of the high environmental bur-
find lead free screw solutions in connectors • Building side stream/waste to raw den of the materials used in our products are substances
• Increased re-use rate of rejects and waste material – industrial collaboration
materials in injection molded parts at the such as lead and SF6, which is a powerful greenhouse gas
• Raising awareness towards material
Porvoo production site compliance through organization
Reduce GHG emissions • 75% reduction of scope • Level of ambition raised – target updated from • Scope 3 CO2 calculations and targets
FRANCE
1 & 2 CO2 emissions (by 50% to 75% (Scope 1 & 2 reduction 68%) setting to reduce supply chain
Engage our key 2025) • Scope 1 & 2 CO2 reduction set as Ensto’s emissions continues
suppliers • 100% renewable strategic target and tied to short-term incentives • Continue researching and switching
electricity (by 2030) • Scope 3 data gathering started with materials to renewable energy in all Heating and air condi-
• Improve energy
efficiency by 7% (2030)
and logistics • Continue efforts on energy efficiency
tioning management
• 37.8% of electricity from renewable sources • ISO 14001 certification for Ensto
• All factories ISO 14001 (12.2% in 2021) India and all new manufacturing solution installed in order
certified (by 2025) • Switched to renewable electricity in Keila and company acquisitions to regulate the tempera-
low-emission electricity in Porvoo • Focusing more on sustainability in
packaging and transportation
ture in the workshop and
• Energy efficiency target not reached but
electricity was used carefully due to the save energy. Company cars switched
energy crisis. Relative energy efficiency (MWh/ to electrical or hybrid vehicles. EV
pcs) increased by 2.3% but total electricity
consumption decreased by 2.8%. charging stations installed and avail-
• Ensto Renley ISO 14001 certification received able to all employees.
**Comparison year 2021 data includes Ensto DSO business data from 12 months and Ensto Building Systems business data from 10 months.
when released accidentally. Replacing these materials is a mance. In 2022, we did not achieve our inventory scrapping-
high priority for us and for our industry as a whole, in order target, ending up with a 21.8% increase compared to the
to meet the growing regulatory requirements and cus- previous year. Further analyses made and resources were
tomer demand for climate-friendly solutions. Despite the dedicated to improve performance.
challenges, we see great potential in enhancing our positive In 2022, we allocated additional resources and recruit-
handprint in society by providing products and solutions ed a sustainability specialist whose main focus is set for STUDENT COOPERATION WITH
that reduce our client’s emissions. mapping hotspots for environmental improvement during
greenhouse gas protocol Scope 3 impact assessments. Oth-
AALTO UNIVERSITY BROUGHT
Circular economy er focus areas include implementing life cycle assessment as FRESH IDEAS TO ENSTO
Enhancing circularity in Ensto’s manufacturing plants part of Ensto’s product development process and part of the
In 2022, Ensto prioritized circular economy as a strategic product compliance information to meet EU’s new Ecode- For 25 years, Aalto University in Finland has
focus area. This involved assessing the current state of cir- sign for Sustainable Products Regulation (ESPR) and EU’s
cularity in our manufacturing plants, as well as identifying Green Deal activities.
organized the Product Development Project
associated risks and opportunities. The main objective of course, which brings business, design, and
the year was to implement the new knowledge and skills ac- Waste management in Ensto's manufacturing engineering students together to tackle
quired from specialized training sessions to drive progress plants, tonnes** industry challenges presented by companies.
in achieving circularity in Ensto’s operations. In 2022, we
established collaborative partnerships and engaged with 2,500
experts and academic institutions to enhance our capacity

to address environmental product design challenges. This 2,000
involved developing plans for future functions, which aimed In 2022, Ensto participated in the course as a spon- After months of development and testing, the
to leverage external expertise and knowledge to enhance 1,500 sor with the aim of solving the problem of material team succeeded in finding a way to make under-
our ability to tackle such challenges. selection for future medium-voltage underground ground cable connectors that change the com-
Following our strategic aim of embedding sustainability cable connectors. Future environmental legislation monly used lead brass to a lead-free alternative
1,000
in our product creation, we have set a target to reach 50% will prevent certain types of brass in underground while reducing the overall amount of brass used. In
of our R&D investments contributing to SDGs by 2030. In connectors due to their high lead content, and our addition to saving the environment, the new design
2022, SDG related investments totaled 19% (in 2021 18.5%). 500 goal was to find a more environmentally sustainable could potentially also save costs. These are promis-
The target supports an increase in the use of new materi- alternative. ing results for our future cable connector develop-
als in our solutions and challenges us to think more about 0 A brave group of five students signed up for the ment at Ensto.
the social aspects in addition to the environmental aspects challenge: Stefan Slob as project manager of the “When starting this project, our task was to cre-
2018 2019 2020 2021 2022
related to our products. Currently the 19% investments team, Tuomas Portin as engineer, Shota Izumi ate a lead-free connector and less expensive than
represent mainly SDG’s: (7) affordable and clean energy, (9) safety officer and Juan Silva and Lauri Seutu the the current design. Our final results have opened
Recycling, reusing, recovering and/or composting
industry, infrastructure and innovation and (12) responsible co-financial officers. Ensto’s product development up new design avenues for the engineering depart-
consumption and production. Hazardous waste team, with Hannele Kenkkilä as our project lead, ment at Ensto to explore,” says project manager
We see the reduction of inventory scrapping as an Energy waste helped the students during the project, which lasted Stefan Slob.
important factor in enhancing our environmental perfor- Landfill an academic year.
Increasing transparency in sustainable product vices returned by the customer are taken to the Ensto factory FINLAND
development for maintenance and processed in its own waste treatment
Reducing waste to a minimum by reusing existing materials facility. The take-back procedure comprehensively covers the
Ensto Finland has kicked-
and products as long as possible is the essence of circular end of the service life holistically and the customer has the
off circular material
economy. Being a part of the critical infrastructure of soci- opportunity to obtain a material take-back certificate for the
ety, Ensto’s products are of high quality, and they survive recycling of SF6 used in medium-voltage devices.
project with part of
decades in harsh environmental conditions. Most of the ma- insulation piercing
terials used in our products are also recyclable. With circular Seeking ways to reduce waste connector SLIW50
product design, we can further extend the life cycle of our At Ensto, our aim is to reduce waste and promote circular- product. Currently reached 9% own
products and increase the use of recycled materials in them. ity in our manufacturing plants. In recent years, we have re-used plastic material in products
Transparency is the key to sustainable product develop- increased the shear, or recycling, reusing, recovering and upper part. Testing and development
ment and communications. Before making product-specific composting part in our overall waste generation and have continue to improve re-use of materials.
environmental claims, the first step is to identify and assess been able to reduce the landfill and energy waste part by a
the product’s entire life cycle in accordance with the stand- small amount. Overall, waste generation has decreased well
ards and ensure that it covers everything from the extraction across the years.
of raw materials to distribution in the supply chain to the cus- We are continuously seeking ways to reduce waste
tomer’s gate. The end of-life and recycling or refurbishment generated in our manufacturing plants and also for our cus- New concepts for replacing SF6 in load break switches
options for all products must also be considered even if the tomers. We are looking for ways to reduce the generation are being developed by Ensto in Bagnères-de-Bigorre,
recycling technologies are developing simultaneously. After of scrap as waste by establishing partnerships based on the France. When the SF6-free technology is ready first for
taking all into account, the impacts for improvement can be principles of Circular economy and preparing to contribute 10-24 kV range, LBS’s enable the construction of a more
identified and claims can be made about positive change. to the development of materials flow in emerging recycling sustainable network and can significantly reduce negative
Ensto has started to build carbon footprint of products and technologies. Packaging represents a large amount of mate- environmental impacts.
aims to provide Environmental product declarations to sup- rials used in Ensto’s operations. To reduce the environmental In addition to material innovations, we are researching
port EU’s green transition and to meet customer demand for impact of our packaging, we use as many recyclable materi- and prototyping technologies that help distribution system
proof of environmental performance. als as possible, such as brown corrugated board. We also use operators (DSOs) reduce their CO2 emissions. Smart sensors
less printing colors in our packaging, and the stuffing materi- and IOT provide accurate fault information from their net-
Refurbishment a growing business area at Ensto als inside the packaging are environmentally friendly. work so that focused repair actions can be done without man-
The future growth of sustainable products is clear. Refur- ual investigation. The sensors can also predict service needs
bishment and customer specific spare parts increase prod- Innovation and new materials for replacing harmful before more serious damage can take place in the network.
uct reparability and modularity, and the sale of spare parts substances
has already grown as customers have become systematic in Innovations in creating materials to replace harmful sub-
their climate efforts. Refurbishment, increasing the life cycle stances used in our products are an important part of our
of the product by 20 years, has become a significant part of work related to circularity. We are actively participating in
the business. developing lead and SF6 free products with our suppliers
A great example of the evolving business is the refurbish- and scientific institutions. One of the materials under test-
ment of overhead load break switches (LBS). The LBS called ing is unleaded brass, which is being developed to use in
Auguste is the only one on the market with the safe advantage brass screws. For SF6, our product development is testing
of an embedded voltage transformer. Through refurbishment, less harmful, alternative mixture of gases for the load break
LBS Auguste’s normal 25-year lifespan can be extended. De- switches.
Emission reduction SCOPES OF GREENHOUSE GAS EMISSIONS

Electricity consumption, MWh**
Energy efficiency and renewable electricity are Use of electricity in Ensto factories in years 2018–2022
key to cutting direct CO2 emissions 20,000
Our approach to quality and environmental matters is out-
SCOPE 1 18,000
lined in Ensto’s Quality and Environmental Policy. Ensto’s Electricity from
16,000
environmental management system is built to comply with Fuel for heating, fuel for 1,404.0 8.8 non-renewable
the ISO 14001 standard requirements. In 2022, the certifica- 14,000 sources
generator to produce electricity,
tion of our manufacturing site in Ensto Renley, Ireland, was 12,000
fuel for company owned cars Electricity from
completed. 1,346.0 11.9 1,366.5 12.2
10,000 1,288.4 12.2 renewable
At Ensto, we are committed to reducing our Scope 1 and 2 8,000 14,551.1 sources
CO2 emissions by 75% by 2025. Electricity plays a leading 3,264.0 37.8
6,000
role in our direct CO2 emissions. Therefore, energy efficiency 9,964.8
9,272.3 9,834.7 X % share of
SCOPE 2 4,000 renewables
and the use of renewable energy sources are the most im- 5,372.9 from total
2,000
pactful ways to reduce our own carbon footprint. In 2022,
Electricity, district heating 0
we reduced our Scope 1 and 2 CO2 emissions by 68% and
Scope 2 CO2 emissions by 76.8%, exceeding our set targets. 2018 2019 2020 2021 2022
For this reason, we raised our level of ambition by updating
our target from 50% to 75%. Our emission reduction targets
are also connected to Ensto’s remuneration system via em- SCOPE 3 CO2 emissions break-down, tCO2e Scope 1 & 2 emissions, tCO2e
ployees’ short-term incentive packages.
As an example of our emission reduction efforts in 2022, Currently collecting data to make
renewable and low emission electricity changes were made 10.6 2,500
calculations, includes e.g. raw 75.3
in big manufacturing locations like Keila and Porvoo. Also, 15.5 206.0 Electricity
materials, logistics, waste, water,
we can see the lower level of energy used in manufacturing From grid 2,000
business travels, commuting
affecting the decline. Our goal is that in 2023, remaining Diesel generator
factories will investigate and where possible start using 8.2
Total 1,500
electricity generated from 100% renewable energy sources Heating
and solar panels for own renewable electricity production 915.9 District heating 2,355.9
295.5 tCO2e 1,000
will be installed at our factories in France. chain are expected to be raw materials. It is therefore im- Natural gas
We were able to improve our energy efficiency target in portant to drive sustainability improvements together with
our suppliers. To form a better understanding of our Scope Transportation fuels
2022 and ended up with total electricity consumption de- 500
creasing by 2.8% compared to previous year. 3 emissions, we are in the process of gathering the data. 340.8 Gasoline 507.4 546.8
369.1
In 2022 we started the process with raw materials and Diesel
0
Engaging suppliers to reduce emissions in transport. We were not able to reach our goal to fully Propane (LPG)
2021 2022
the value chain report our Scope 3 emissions by 2023. We are, however,
reduction from 2021
With energy efficiency and by using renewable energy continuously working closely with our suppliers to better
68%
sources, we can significantly reduce the CO2 emissions of understand our Scope 3 emissions and to reduce these Scope 1 Scope 2
our manufacturing plants. However, based on our pre-eval- emissions. Our updated goal is to fully report on our Scope
uations, the largest sources of CO2 emissions in our supply 3 emissions by 2023. Scope 1 & 2 emission reduction from 2021 was 68%.
SUSTAINABILITY SUSTAINABILITY NOTES Empowering employees by providing a safe and inclusive working place 20
EMPOWERING
employees by providing
a safe and inclusive
working place 39%
of employees women
and other gender
Ensto aims to provide a workplace
where people feel safe, respected
and fulfilled, enabling them to boost
their wellbeing and perform at their Employee net promoter score
best. Our target is to achieve a zero- improved from 18 to
27
accident workplace and we aim to
build a culture where diversity is
seen as a key asset. We continuously
develop our already highly valued from previous year
employee competence.
Average age of
employees was
43.9
years

sustainability and reporting about it. We have been
publishing sustainability reports since 2010, and all
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES Empowering employees by providing a safe and inclusive working place 21
INDIA
Empowering employees by providing a safe and inclusive working place Diversity and inclusion as key factors
in sustainable growth
Our business is built on people, and we see our employees In 2022, Ensto India
Strategic aim Target 2022 results Future plans
as the greatest asset of our company. Health, safety and focused on health check-
Zero accident • Zero accidents • Average sick leave days per person • Defining Ensto’s global health and
the well-being of our employees is important not only from ups, first aid trainings,
an ethical point of view, but also enables us to create and safety at warehouse, fire
workplace • Lost-time injury increased by 14%** safety standards through the ISO
deliver value to our clients.
frequency <5 (2025) • Employee satisfaction improved: net 45001 certification project safety and emergency
Happy and healthy In addition to our own employees, our business and
Ensto people
• Reduced sick leaves promoter score 27 (18 in 2021) • Engaging personnel for making response trainings to enhance health
• First employee engagement index more safety observations through products have health and safety related impacts elsewhere
• Increased number of
wide implementation of HSE Walk & in our value chain. Product safety and safe installation work
and safety at the workplace.
safety findings result 76 and iGrow participation 90%
(86% in 2021) Talk procedure and registration app are a high priority for us. In addition, operating in a multi-
• All factories ISO 45001 renewal
certified (by 2030) • Transition to a new employee tude of locations allows us to also pay close attention to the
satisfaction tool Glint • Focused and on-time internal and
• High employee external communication on Health
working conditions at our suppliers’ end. country, for example in Finland, we offer high-quality occu-
engagement, employee • First global safety theme week As part of Ensto’s new strategy, diversity and inclusion pational healthcare, and our employees have access to an
and Safety matters through global
engagement index • Occupational accidents with sick leave and local communication plans have been identified as important factors in sustainable electronic pass for sports. In France, we have also piloted a
target 80 (by 2025) increased comparatively, partly due
to global crisis, major organizational
growth, alongside health and safety. We see a diverse and scheme whereby we offer our employees an electrical bike
• iGrow participation
target 100% (yearly) changes and rearrangement of work inclusive workplace as a strength that helps us to attract to use during the workday.
• No ISO 45001 certifications for a talented workforce to further drive innovation and busi- Ensto is developing the health and safety management
manufacturing plants yet ness success. Our aim is to strengthen our culture in which systems for the manufacturing sites to meet the ISO 45001
everyone can be themselves and all differences and opin- requirements, and all of our manufacturing sites are certi-
Strengthen our • Improve gender • First diversity & inclusion plan made, • Continuing competence development ions are valued. fied according to ISO9001 and most of them according to
culture, in which diversity and initial stage started in 2022 of employees in diversity and ISO14001. Our goal is to have all our manufacturing sites
all differences and • A third of senior • Competence development of key inclusion through internal and Safe working environment certified according to the ISO 45001:2018 health and safety
opinions are valued positions held by women people in diversity and inclusion external training programs
Management of health and safety issues is a management systems standard. The first certification is
and other gender (2025) • 39% of employees and 18% of senior • Developing measurements of
Build diversity diversity and inclusion
business priority planned to be finalized in 2023.
positions women and other gender
At Ensto, we are committed to continuously improving our Ensto’s iGROW discussions are an important means not
• Job framework continued as a • Utilizing our new more inclusive
recruitment process health and safety management. We follow our internal pol- only for individual development plans, but also for measur-
yearly process to bring systematic
transparency to Ensto’s salary system • Setting a target and development icies and comply with related legislation, regulations, and ing our employee’s wellbeing and hearing their views. The
• New recruitment tool and concept project for psychological safety other applicable requirements. Our approach to managing discussions are held at least once a year with all employees.
taken in use • Developing a mandatory diversity health and safety is to proactively prepare for different risk We have been following our employees’ satisfaction with
e-learning training for all Ensto scenarios, rather than react to them. Ensto as a workplace through the Net Promoter Score
employees
To reach our goal of becoming an accident-free work- (eNPS). There has been a remarkable growth in our score
• Measuring and researching inclusivity
place, we are continuously developing our safety proce- across the last three consecutive years, and our eNPS in
through employee questionnaire
dures through internal and external audits, risk mappings, 2022 was 27 (18 in 2021, 10 in 2020 and -10 in 2019). In the
• First global pride theme week
regular health and safety trainings, and gathering health end of 2022, we moved to a new employee engagement
& safety observations through organized HSE Walk & survey tool Glint, which gives us a deeper understanding
**Comparison year 2021 data includes Ensto DSO business data from 12 months and Ensto Building Systems business data from 10 months. Talks, for example. Ensto invests in the competences of of what we need to focus on. We’re committed to ensuring
its employees in various ways. We support the health and our employees’ wellbeing, satisfaction, and engagement at
well-being of our people in different ways depending on the work, and with Glint, we can move towards that goal.
Toward vision zero with co-operation and Supporting hybrid work after pandemic
communication Two years ago, we developed a flexible hybrid working
In 2022, coming out of the COVID-19 pandemic we contin- model to promote remote work where possible. Even
ued to prioritize our employees’ health. But we noticed that though the pandemic doesn’t affect our lives as much as
with crises some important procedures, like HSE walks were then, remote work has taken a permanent place in our
not working at full capacity thanks to the careful following working patterns. To support the wellbeing of our people
of precautionary guidelines by our employees. We did not working remotely, we have invested in online services fo-
manage to keep the impressively low pandemic health lev- cusing on mental health and exercise breaks.
el, but the average sick leave days per person remained low Ensto Finland piloted the Auntie online well-being
not getting back to pre-pandemic figures, at 5.7 (5.0**). service in 2021. The goal is to offer low-threshold and
In 2022, 19 accidents requiring sick leave occurred at preventative help for anyone struggling with stress,
work, setting the rate of all occupational accidents (LTIF1) at overachieving, lost motivation, or self-leadership issues. In
13.2*. The rate of serious accidents with four or more sick 2022, Auntie was launched for all our employees globally.
leave days (LTIF4) was 11.8*. The number of occupational The Cuckoo break exercise app, which was also introduced
accidents with sick leave increased comparatively from the to Ensto people in 2021, has established its place in
previous year, partly due to organizational changes at the the everyday working life of Ensto employees. Cuckoo
end of 2021. Global crises and divesting Ensto Building encourages people to do micro exercise breaks during the
Systems business led to adjustments and rearrangement of workday to help get energized and boost performance.
work in our manufacturing sites, which may have led to an In 2021, we launched a project called Office Work
increased number of accidents. Productivity to help improve our employee satisfaction. Our
Our target is to increase the number of safety findings at aim is to focus on core work tasks and eliminate time losses
our manufacturing sites. To improve our health and safety in our everyday work. We are aiming to produce positive
performance, we are setting targets for number of heath changes in working methods, better working processes
and safety observations at our manufacturing sites. To build and tools, enhanced empowerment of our people with
a good base for continuous development in 2022 we formed better attention to reduce time losses, and continuous
a Health, Safety and Environmental co-operation group of improvement in the office work.
experts from our manufacturing sites. Also, during 2022 In 2022, the Office Work Productivity implementation
we had our first Safety theme week to train and activate continued in Finland and extended to Estonia. In the project
communications of the health, safety and well-being topics we discovered that a lot of time and resources are being
globally. wasted by inefficiently held meetings at Ensto in Finland.
Key health figures**
2020 2021 2022

Average sick leave days per person per year 7.9 5.0 5.7
Sick leave per person % change -8.14% -36.70% 14.00%
Number of sick leave days 9,673 5,114 4,620
% change number of sick leave days previous year -14.85% -47.13% -9.66%
AUNTIE WELLNESS SERVICE
Key safety figures (LTIF)* WAS LAUNCHED GLOBALLY
AT ENSTO
2020 2021 2022
LTIF1 9.1 11.5 13.2
LTIF4 8.7 10.0 11.8 Auntie is a low-threshold and
Number of accidents (with sickleave) 16 23 19 preventive wellbeing service that
LTIF = lost time incident frequency per million working hours – this describes the number of accidents at work, which have caused sick leave supports employees to cope with
LTIF1 = accidents at work which caused 1 or more days sick leave = Medium
LTIF4 = accidents at work which caused 4 or more days sick leave = AFR = Serious everyday issues before they become
overwhelming.
IRELAND
The finding was confirmed to be an Ensto-wide phenom- In 2022, Ensto launched Auntie wellbeing service Auntie is a low-threshold and preventive well-be-
enon by a query done in all countries. Based on the data globally for all its’ employees. Auntie was first intro- ing service based on conceptualized packages
Ensto Renley in Ireland received, the Office Work Productivity team and training duced in Finland in the summer 2021, and reception around work or life situation related themes. Auntie
has every Wednesday a agency Bravers put together new Ensto meeting guide- for it was very positive. As the service was a success can be used for support or sparring in life’s twists
’Wellbeing Wednesday lines called Efficient and engaging meetings at Ensto. The in the pilot in Finland, it was implemented in all and turns. Whether an employee is struggling with
Walk’ followed by a 60-minute interactive e-learning training is now available Ensto counties. stress, overachieving, lost motivation or self-lead-
lunch. Remote workers for all Ensto office workers. At Ensto, we want to invest in the wellbeing of ership, Auntie can help before the issues escalate
our personnel, and make sure that all our employ- to problems. The service offers one-to-one sparring
can also take part, which promotes
ees get the best possible support in their everyday sessions with Auntie professionals in 20 different
inclusiveness.
life, especially during these exceptional times, when languages, so it comprehensively serves everyone.
life can be especially challenging. Therefore, we
wanted to offer Ensto employees an easy access to
wellbeing online service Auntie to support them in
coping with everyday issues before they become
overwhelming.
The Pink Walk participants
from Ensto Novexia
Job framework brings transparency and Share of male and female employees, % Gender and senior positions, 2022
ESTONIA
equality to our salary system
Our target is to have equal pay for all genders. In 2021, we 100 100
Ensto participated in the created a globally consistent and transparent job frame-
"Give warmth" charity work for the different roles and their requirements within
80 80
campaign together the company. The Job Framework makes salaries compa-
with its partners in rable in all countries and helps in bridging the salary gap
60 60
Keila. They managed between men and women. The average salary of women
to circulate and donate 100 jackets improved by 5% during 2022 due to the Job Framework
project. In 2022, Ensto’s superiors were trained in more 40 40
and 100 reflectors to those in need.
detail to utilize the Framework throughout the salary review
Many moms and dads were able to
processes, to ensure equal and transparent treatment of all 20 20
exchange their thin spring-autumn personnel. Our target is also to increase the female share to
jackets for warm parkas and coats. 27 % in senior positions by 2025, as women are under-rep-
0 0
resented in certain job classes at Ensto.
2020 2021 2022 Executive Director Senior
Renewed recruitment process and upgraded tool Specialist
Diversity and inclusion Recruitment and onboarding of new employees are impor- Women Men Women Men
Setting targets and planning future actions tant from an organizational culture building point of view.
Diversity and inclucion was set as Ensto’s new sustainability In 2022, we updated our recruitment concept and moved
priority and strategic focus area in 2021, and the focus globally into a new recruitment tool Teamtailor, that offers
during the year was on defining the ambition level and multiple possibilities to enhance recruitment. Share of employees by age, %
preliminary targets around this theme. We aim to develop In 2022, we implemented anonymous recruiting in the
Ensto’s diversity and inclusion by focusing on gender diversity first stage of our recruitment process. It means that the
especially in senior level positions, improving the gender recruiter doesn’t see the applicant’s name, age, gender, 40
gap in salaries, and by growing our overall know-how on picture etc. We also announced the salary accordion in con- 35
matters relating to diversity and inclusion. nection with our job announcements.
30 2020
In 2022, the development of this theme continued, and
Average 44.5
the first concrete diversity and inclusion plan was made. 25
The first phase of the plan was launched in the same year, 2021
20 Average 44.1
with diversity training for management, leaders, and HR.
In the 3-hour workshop, the participants will hear about 15 2022
the ways in which D&I benefits our company and learn Average 43.9
10
to identify the challenges to diversity and inclusion and
work together to find the needed solutions. In the future 5
diversity e-learning training will be mandatory for all Ensto 0
employees.
<20 20–29 30–39 40–49 50–59 60+
SUSTAINABILITY SUSTAINABILITY NOTES Ensuring high ethical standards and compliance across our value chain 25
ENSURING
high ethical standards
and compliance across
our value chain 83%
of employees completed
Employee Code of
Ensto is committed to upholding Conduct training
ethical behavior and respect for
human and labor rights and aims
to set an example throughout the Material
industry. Our goal is to further purchases from
15
integrate sustainability and ethics into
our own operations and across the
supply chain. We are taking concrete
actions to ensure we deliver industry main countries globally
leading standards of ethical, supplier
and material compliance, as well as
customer privacy and cybersecurity.
98%
of A-suppliers have
accepted our Supplier
Code of Conduct

sustainability and reporting about it. We have been
publishing sustainability reports since 2010, and all
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES Ensuring high ethical standards and compliance across our value chain 26
Ensuring high ethical standards and compliance across our value chain Ethics and compliance throughout reported to the Ensto Management Team and Chair of the
value chain Board of Directors. Two reported cases in 2022, one via
As a Finnish family-owned company with strong values, anonymous and one via internal channel. The cases were
sustainability and our ethical conduct of business related to the war Russia started and bullying at work and
Strategic aim Target 2022 results Future plans
is embedded in our DNA. We continuously strive to were investigated and successfully resolved.
Grow Ensto people’s • E-learning on Employee • 83% of employees completed Employee Code • Annual refresh of Code of
strengthen our competence and seek new ways to improve Ensto’s Health and Safety (HS) and Quality and Environ-
ethical, compliance Code of Conduct of Conduct training Conduct, 2023 theme being
and sustainability completed by 100% of anti-corruption our business to further benefit not only our company, but mental (QE) policies were renewed in 2021. To ensure effec-
• Quality and Environmental policy e-learning
competences employees completed by 77% of employees • Human Rights due diligence society as a whole. tive communication and understanding of the main policies,
• E-learnings on Health • Health and Safety policy e-learning and training in 2023 Ensto has production facilities in six countries, and we arranged mandatory e-learning courses for all Ensto
and Safety policy completed by 80% of employees • Continuing active we purchase materials from 15 main countries globally personnel. The e-learning is mandatory for all employees.
and Quality and communications on that amount to 94.3% of all purchases. The value chain
• Sustainability Basic training completed by
Environmental policy reporting channels, including
78% of office employees of our products is long, and it stretches our social and
completed by 100% of anonymous SpeakUp line
employees • Cyber security training completed by 100% environmental impacts beyond our direct operations. We SPEAKUP CHANNEL
office employees • Applying new tool for material
• Sustainability basic compliance management
value human and labor rights, equality, healthy and safe
e-learning completed by • Two reported cases, one via anonymous and working conditions, and expect our suppliers and partners
100% employees one via internal channel, solved according to
processes
to respect the same values and policies when engaging
• Cyber security training in business activities with us. We are committed to our 1. D
iscuss with person(s) involved
completed by 100% of
Code of Conduct and do not accept corruption or bribery
office workers
in any form. We are committed to building sustainability
competence internally and within our partner network and If this:
Engage our key • Supplier trainings • E-learnings arranged to engage suppliers in • Continuing to roll out our
integrating sustainability into our daily operations. • is not possible
suppliers completed Ensto’s Supplier Code of Conduct Supplier Code of Conduct to
• Supplier evaluations • 98% of A-suppliers have accepted our reach 100% commitment • you do not feel comfortable
conducted Supplier Code of Conduct • Embedding sustainability Developing processes and policies for
• Audit procedure implemented to India evaluation into supplier managing ethical competence
qualification process Ensto’s Code of Conduct (“Code”) is the key policy that sets 2. D
iscuss the issue with
• Conducting supplier the ethical standards that guide our everyday work and your superior, SpeakUp
sustainability audits in risk
decision-making. The Code applies to everyone working coordinator or local / global
countries (in 2023 in India)
for Ensto, and we require all our employees to complete a HR person
Code of Conduct e-learning course on our Ensto Academy
training platform. At the end of 2022, 83% of our employees
If you:
had completed the course. This level is not where it should
• don’t feel comfortable in doing so
be and needs attention. To ensure 100% participation, the
• want to report anonymously
e-learning course is part of our employee onboarding, and • the raised concern has not been solved
every other year one specific Code topic is highlighted and
additional training on the topic is provided. In 2023, we will
have in focus the topic anti-corruption. 3. R
eport your concerns
Ensto uses an anonymous platform called SpeakUp for through SpeakUp line, which
reporting unethical activities, violations and concerns. The is open 24/7
platform is hosted by a third party, and all violations are
THE ENSTO CODE OF CONDUCT In 2022, we also launched a mandatory online basic training In 2022, we continued arranging e-learnings on the
on sustainability for our office employees and all employees Supplier Code of Conduct to engage our suppliers and
2023 onwards. In addition to trainings and e-learnings, to increase the number of suppliers to accept the Code.
employees can find all relevant disclosures on implement- The e-learnings focused on explaining Ensto’s values and
ing the organization’s policies and practices for responsible our expectations for suppliers in more detail. As a result
business conduct from Company's intranet and website. of the e-learnings, the coverage of our Code of Conduct
compliant suppliers reached 98% by the end of 2022.
Engaging with suppliers through Ensto’s external stakeholders, including suppliers, can
We all play a key role We comply with We respect human We truly care Code of Conduct e-learnings report any misconduct, illegal or unethical behavior they
in putting this code the laws and and labor rights for our people We set strict requirements for our business partners to detect through the same SpeakUp channel in use for our
into practice regulations uphold high standards for responsible business practices. employees. We monitor the progress of our Supplier Code
Ensto’s Supplier Code of Conduct defines the minimum of Conduct implementation monthly.
sustainability and ethics requirements for our suppliers.
We expect our suppliers to implement these requirements Audits play a significant role in the
across their own supply chains, and compliance with our development of our supply chain
Code is an integral part of our supplier selection criteria. We monitor compliance to the Code in risk countries
Our group-level target is that 100% of our category through regular sustainability audits. The audits are con-
A suppliers (where we spend more than EUR 200,000 ducted by external sustainability certification companies
annually) accept our Code through an E-procurement with extensive local expertise.
We treat each We strive for We take care of We respect portal, E-Academy training program or by signing Ensto’s In 2022, audit procedure was implemented to India, to
other with respect high quality the environment privacy contract. ensure that we are ready to set an example to our partners
in sustainable and ethical business practices. This included
sustainability training and audit preparations. In 2023, the
implementation will continue with audits in our own and
suppliers’ facilities.
The prolonged coronavirus pandemic has raised the
INDIA
need for developing the tools for remote supplier audits.
In 2021, all the audits were done remotely, but in 2022 we
Continuous collaboration moved back to onsite audits. Digital tools still support our
We do business We avoid conflicts We do not accept We speak up with our stakeholders supplier auditing, but onsite visits remain the main means
fairly and openly of interest or give bribery or is important to us. In of auditing the sustainability practices of our suppliers.
improper gifts 2022, audit procedure In 2022, Ensto focused more on risk assessment in
supply chain. The ongoing COVID-19 and war situation have
was implemented to our
made a huge impact on availability of raw materials and
Indian facilities to ensure
components. At Ensto, we have to be more prepared and
that we are ready to set an example to aware of the existing risks when it comes to procurement
READ MORE > our partners in sustainable and ethical and availability of important materials.
business practices.
ENSTO SUPPLIER CODE OF CONDUCT TOPICS
STRENGTHENING
Our suppliers comply Our suppliers secure Our suppliers CYBERSECURITY FOR
with the laws and healthy and safe respect human A SUSTAINABLE FUTURE
regulations working conditions rights
At Ensto, we believe that

cybersecurity is a fundamental
element of sustainability,
Our suppliers Our suppliers do Our suppliers strive
and we are committed to
respect labor not accept child for high quality and continuously improving
rights labor sustainable operation our cybersecurity posture
to protect our employees,
customers, and stakeholders.
Our targets, including cybersecurity awareness By prioritizing cybersecurity, we aim to build

Our suppliers Our suppliers do not Our suppliers do training for all employees, ongoing development trust, foster resilience, and contribute to a more
respect privacy accept or give bribes business fairly of cybersecurity protection measures and services, sustainable digital ecosystem. Ensto is firmly
or improper gifts ISO 27001 certification project in France, and committed to protecting our digital assets, and we
cybersecurity integration in our products and will continue to invest in cybersecurity to secure a
solutions, reflect our proactive approach towards brighter and more sustainable future for all.
ensuring the highest standards of cybersecurity.
READ MORE >
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES UNGC index 29
UNGC index
Ensto has been a signatory to the United Nations Global Supporting the UN Global Compact
Compact since 2013, and we are committed to its principles
regarding human rights, environment, labour and anti- Principles Covered in
corruption. We promote sustainable development in all our Human rights
daily business activities and operations. We demonstrate Principle 1 Ensto Code of Conduct, Supplier Code of Conduct
this by committing to the ten principles of the UN Global Business should support and respect the protection of internationally proclaimed human rights
Compact initiative. Principle 2 Ensto Code of Conduct, Supplier Code of Conduct
The following table shows how we have connected the Make sure not to be complicit in human rights abuses
UN Global Compact principles to Ensto’s Employee Code of Labor standards
Conduct and Supplier Code of Conduct and policies. Principle 3 Ensto Code of Conduct, Supplier Code of Conduct, Health and Safety Policy
Starting this summer 2023 we will start to report Business should uphold the freedom of association and the effective recognition
according to the new separate UNGC Communications Principle 4 Ensto Code of Conduct, Supplier Code of Conduct
in Progress online reporting format in addition to this The elimination of all forms of forced and compulsory labor
company sustainability report. Principle 5 Ensto Code of Conduct, Supplier Code of Conduct
The effective abolition of child labor
Principle 6 Ensto Code of Conduct, Supplier Code of Conduct, Health and Safety Policy
Elimination of discrimination in respect of employment and occupation
Environment
Principle 7 Ensto Code of Conduct, Supplier Code of Conduct,
Businesses should support a precautionary approach to environmental challenges Quality and Environmental Policy, Environmental management system
Principle 8 Ensto Code of Conduct, Supplier Code of Conduct,
Undertake initiatives to promote greater environmental responsibility Quality and Environmental Policy, Environmental management system
Principle 9 Quality and Environmental Policy, Ensto Group R&D Guidelines
Encourage the development and diffusion of environmentally friendly technologies
Anti-corruption
Principle 10 Ensto Code of Conduct, Supplier Code of Conduct
Businesses should work against corruption in all its forms, including extortion and bribery
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES GRI index 30
GRI index
Statement of use Ensto Group has reported the information cited in this GRI content index for the period 01.01.2022-31.12.2022 with reference to the GRI Standards.
GRI standards in use GRI 1: Foundation 2021 and Topic Standards material to Ensto.
GRI standard Disclosure Location Reported fully/partly Comments

GRI 2: General Disclosures 2021
2-1 Organizational details Ensto in Brief fully
2-2 Entities included in the organization's Ensto in brief; About this report fully
sustainability reporting
2-3 Reporting period, frequency and contact point About this report; GRI index fully Jenni Raitavuo, Head of HSE and Sustainability, firstname.lastname@ensto.com
2-4 Restatements of information GRI index fully No restatements were made.
2-5 External assurance About this report; GRI index fully Ensto's Sustainability Report 2022 hasn't been externally assured.
2-6 Activities, value chain and other business Ensto in brief; Message from the Chairwoman of the Board; Ensuring: Ethics and partially Detailed description of activities and products, supply chain, other relevant business
relationships compliance throughout value chain; About this report relationships or significant changes compared to the previous reporting period not
reported.
2-7 Employees Ensto in brief; Empowering: Diversity and inclusion partially The numbers are reported in head count as an average across the reporting period.
Breakdown of total number by region not reported. Employment types and their
breakdowns by gender and region not reported. Includes also workers who are not
employees from Estonia and Finland.
2-9 Governance structure and composition Sustainability Governance partially Detailed description of the composition of the highest governance body and its
committees not reported.
2-11 Chair of the highest governance body GRI index fully The chair or other Ensto's highest governance body members are non-executive to
avoid conflicts of interest.
2-12 Role of the highest governance body in Sustainability at Ensto; Sustainability Governance; About this report partially Detailed description of the highest governance body overseeing or reviewing Ensto's
overseeing the management of impacts due diligence or other processes, related stakeholder engagement or consideration
of outcomes not reported.
2-14 Role of the highest governance body in About this report fully
sustainability reporting
2-16 Communication of critical concerns Ensuring: Developing processes and policies for managing ethical competence fully
2-22 Statement on sustainable development strategy Message from the Chairwoman of the Board fully

2-23 Policy commitments Sustainability at Ensto; Sponsoring and memberships; Ensuring high ethical partially Detailed description of policy commitments' content, including human rights, or the
standards and compliance across our value chain; UNGC index approval level of commitments not reported.
2-24 Embedding policy commitments Sustainability at Ensto; Sponsoring and memberships; Ensuring high ethical partially Detailed description of commitment implementation responsibilities not reported.
standards and compliance across our value chain; UNGC index
2-25 Processes to remediate negative impacts Ensuring high ethical standards and compliance across our value chain partially Detailed description of remediating the negative impacts, stakeholder involvement
concerning grievance mechanisms or tracking the grievance mechanism
effectiveness not reported.
2-26 Mechanisms for seeking advice and raising Ensuring: Developing processes and policies for managing ethical competence fully
concerns
2-27 Compliance with laws and regulations GRI index fully No fines or significant instances of non compliance with laws and regulations during
the reporting period.
2-28 Membership associations Sponsoring and memberships; UNGC index fully
2-29 Approach to stakeholder engagement Sustainability at Ensto; Stakeholder engagement; Sponsoring and memberships fully
GRI 3: Material Topics (2021)
3-1 Process to determine material topics Sustainability at Ensto; Stakeholder engagement fully
3-2 List of material topics Sustainability at Ensto; GRI index fully No significant changes in the organization’s activities or business relationships; no
changes in material topics.
3-3 Management of material topics Sustainability at Ensto; Sustainability Governance; Stakeholder engagement; partially
Sponsoring and memberships; Sustainable Development Goals at Ensto;
Enhancing actions on climate and circularity; Empowering employees by
providing a safe and inclusive working place; Ensuring high ethical standards and
compliance across our value chain
GRI 205: Anti-corruption 2016
205-2 Communication and training about anti- Sustainability Governance; Ensuring: Table 2022 results; Ensuring: Developing partially No percentages of governance body members, employees or business partners, that
corruption policies and procedures processes and policies for managing ethical competence; Ensuring: Engaging with the organization’s anticorruption policies and procedures have been communicated
suppliers through Code of Conduct e-learnings; Ensuring: Audits play a significant to, reported. No governance body or business partner training percentages
role in the development of our supply chain reported. No breakdowns by categories or regions reported.
205-3 Confirmed incidents of corruption and actions GRI index fully No incidents reported in 2022.
taken
GRI 3: Materials (2016)
301-1 Materials used by weight or volume GRI index partially The topic has been identified as material, but Ensto has not yet compiled the
information required in this disclosure.
301-2 Recycled input materials used GRI index partially The topic has been identified as material, but Ensto has not yet compiled the
information required in this disclosure. "Enhancing actions on climate and circularity"
describes Ensto's work in introducing innovative materials in our solutions.

GRI 302: Energy (2016)
302-1 Energy consumption within the organization Enhancing: Emission reduction partially Reported electricity consumption related data.
GRI 305: Emissions (2016)
305-1 Direct (Scope 1) GHG emissions Enhancing: Emission reduction partially Reported direct (Scope 1) GHG emissions in metric tons of CO2 equivalent.
305-2 Energy indirect (Scope 2) GHG emissions Enhancing: Emission reduction partially Reported indirect (Scope 2) GHG emissions in metric tons of CO2 equivalent.
GRI 306: Waste (2020)
306-3 Waste generated Enhancing: Circular economy; fully
Enhancing: Graph Waste management in Ensto's manufacturing plants;
About this report
306-4 Waste generated Enhancing: Circular economy; partially Breakdown not reported in detail.
Enhancing: Graph Waste management in Ensto's manufacturing plants;
About this report
306-5 Waste directed to disposal partially Breakdown not reported in detail.
GRI 403: Occupational Health and Safety (2018)
403-1 Occupational health and safety management Empowering: Table 2022 results; fully
system Empowering: Safe working environment
403-2 Hazard identification, risk assessment, and Empowering: Safe working enviroment; partially In Ensto the process to report work-related hazards is Health, Safety and
incident investigation GRI Index Environmental War Room (HSE WR). All employees are instructed how to make the
cards, today we are using digital cards instead of paper ones and it is easy to fill them
in anywhere you are. In addition, HSE walks are conducted by responsible persons.
All cards are regularly looked over at Pareto meetings, where 4-step-projects are
opened to investigate work-related incidents and prevent their recurrence. In
addition, regular 5S audits control the using of personal protective equipment and
chemical safety, and findings are recorded in audit form.
403-5 Worker training on occupational health and Ensuring: Developing processes and policies for managing ethical competence fully
safety
403-6 Promotion of worker health Empowering: Safe working enviroment; partially Reported about health promotion services Auntie and Cuckoo.
Empowering: Auntie wellness service launched globally at Ensto
403-9 Work-related injuries Empowering: Safe working enviroment; partially Reported number of accidents (with sickleave), LTIF1 and LTIF4 figures. No fatal work-
GRI Index related injuries happened during the reporting period. Data covers both employees
and non-employees.
GRI 404: Training and Education (2016)
404-2 Programs for upgrading employee skills and Ensuring: Table 2022 results; partially Reported % of employees that passed the Health and Safety policy training, Quality
transition assistance programs Ensuring: Developing processes and policies for managing ethical competence and Environmental policy training, and Employee Code of Conduct training.
404-3 Percentage of employees receiving regular Empowering: Table 2022 results; partially iGrow participation reported only by percentage of total employees.
performance and career development reviews Empowering: Safe working environment

GRI 405: Diversity and Equal Opportunity (2016)
405-1 Diversity of governance bodies and employees Empowering: Diversity and inclusion partially Ensto Management Team: https://www.ensto.com/electricity-distribution-networks/
about-us/management-team/
Board of Directors: https://www.ensto.com/electricity-distribution-networks/
aboutus/board/
GRI 406: Non-discrimination (2016)
406-1 Incidents of discrimination and corrective Ensuring: Developing processes and policies for managing ethical competence partially Reported the number of cases.
actions taken
GRI 408: Child Labor (2016)
408-1 Operations and suppliers at significant risk Ensuring: Engaging with suppliers through Code of Conduct e-learnings; partially Forbidding the use of child labor is a part of our Supplier Code of Conduct.
for incidents of child labor Ensuring: Visual Ensto Supplier Code of Conduct topics
GRI 409: Forced or Compulsory Labor (2016)
409-1 Operations and suppliers at significant risk for Ensuring: Engaging with suppliers through Code of Conduct e-learnings; partially Respecting the labor rights is a part of our Supplier Code of Conduct.
incidents of forced or compulsory labor Ensuring: Audits play a significant role in the development of our supply chain
CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES About this report 34
About this report

Ensto’s Sustainability Report 2022 management, electricity consumption, CO2 emissions) cover
all of Ensto’s production facilities. The rest of the data,
discusses the key sustainability including some environmental figures (investments, sales,
challenges and opportunities we face inventory scrapping), people, suppliers and sick leave,
and explains the many ways in which covers all Ensto’s production facilities, functions and sales
offices worldwide. Majority acquisitions of Arcteq Relays
we are responding to them. Ensto Oy in Finland and Ensto Protol Ab in Sweden carried out in
has been publishing sustainability December 2021 are not included in most of the data due
reports since 2010 and is committed to still being integrated into Ensto's sustainability reporting
systems.
to continuously improving its
In November 2021, Ensto Building Systems business
sustainability performance and was divested to Legrand. Due to the big organizational
communications. change, there are many different data scopes in this report.
The exact reporting scope has been clarified in connection
To further increase the comparability and transparency with each indicator, taking into consideration data accuracy,
of our practices and to prepare for upcoming regulatory comparability and availability, and marked with the following
requirements on sustainability reporting, Ensto’s 2022 asterisks:
Sustainability Report is prepared in reference to the
Global Reporting Initiative’s (GRI) Sustainability Reporting *Comparison year 2021 data includes both Ensto DSO
Standards. business and Ensto Building Systems business data from
Ensto’s reporting period is the calendar year, from 1 12 months.
January to 31 December 2022, and we publish the report **Comparison year 2021 data includes Ensto DSO business
annually. As Ensto is not a listed company and does not data from 12 months and Ensto Building Systems business
report its financial performance, this report focuses mainly data from 10 months.
on environmental, social and governance aspects of our
operations. The report is based on internal data and has If asterisks are not defined years 2021 and 2022 include
been cross-checked internally. The report, including material only Ensto DSO business. Comparison years’ 2018–2020
topics, is reviewed and approved by Ensto Management data includes both Ensto DSO and Ensto Building Systems.
Team and Chair of the Board of Directors. This report has
not been assured by an external party. Ensto is continually
developing the reporting and taking steps towards external In case of questions regarding our sustainability
verification in the near future. report or its content, please contact us by email
In this report, numerical data about safety (number of at ensto@ensto.com.
accidents, LTIF1, LTIF4) and environmental figures (waste
ENSTO GROUP
P.O. Box 77
06101 Porvoo, Finland
ensto@ensto.com
www.ensto.com

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CONTENTS GENERAL INFORMATION SUSTAINABILITY SUSTAINABILITY NOTES Table of contents 2

MESSAGE FROM THE CHAIRWOMAN OF THE BOARD

At Ensto, sustainability is the driver of our journey forward

Ensto is an international, Sales offices 18

production plants in six countries: countries

Sustainability is a key pillar in Ensto’s

At Ensto, strategic sustainability has reached a new level

MATERIALITY ASSESSMENT PROCESS

List of potential Impacts, Final list of KPIs and Sustainability

ENSURING HIGH ETHICAL STANDARDS AND

• Avoidance of child and forced labor

leaving a positive societal handprint."

EMPLOYEES CUSTOMERS OWNERS SUPPLIERS

Our key sustainability commitments

ENHANCING EMPOWERING ENSURING

of sustainability policies guide our daily (Sustainability

by the legislation in each of our operating countries and

stakeholders, and we want to ensure successful company

groups are employees, customers, • Monitoring and reporting

Sponsoring and memberships

Sustainable Ensto’s SDGs and our contribution

Development Gender equality Responsible consumption and production

Goals at Ensto We are committed to increasing gender diversity throughout

The United Nation’s Sustainable

Ensto is committed to countinuously developing our

Enhancing actions on climate and circularity Technologies and solutions to enhance

experts and academic institutions to enhance our capacity

Emission reduction SCOPES OF GREENHOUSE GAS EMISSIONS

Ensto is committed to countinuously developing our

Key health figures**

2020 2021 2022

Ensto is committed to countinuously developing our

ENSTO SUPPLIER CODE OF CONDUCT TOPICS

At Ensto, we believe that

Our targets, including cybersecurity awareness By prioritizing cybersecurity, we aim to build

GRI standard Disclosure Location Reported fully/partly Comments

GRI standard Disclosure Location Reported fully/partly Comments

GRI standard Disclosure Location Reported fully/partly Comments

GRI standard Disclosure Location Reported fully/partly Comments

About this report

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