Actions
[S1-4 38a; MDR-A 68a]
List of key actions
Learning and development actions
Equity, diversity & inclusion (EDI) actions
Social audits
Communication actions
Work-life balance and benefits provided actions
Health and safety actions
Allocation of resources and identification & effectiveness of actions
[S1-4 43]
The allocated resources for managing the material impacts on Lenzing’s own workforce, broken down by topic and department, are as follows:
Secure Employment: cross-functional collaboration
Health & Safety: Health in Corporate Health Care and Well-being; Safety in Global Occupational Health and Safety
Work life balance: Corporate Human Resources
Diversity & Inclusion: Corporate Human Resources
Training and Skills Development: eLearning in Digital HR Learning, SuccessFactors in Corporate Talent Management
Measures against violence and harassment in the workplace: Corporate Human Resources, Compliance
[S1-4 39]
Lenzing identifies its actions by investigating a subject matter, assessing the risk and seeking adequate action informed by best practices.
[S1-4 38d]
The effectiveness of Lenzing’s actions is tracked by various quantitative and qualitative metrics. These include the Lenzing Climate survey, Total Recordable Injury Frequency Rate (TRIFR), gender pay gap ratio, employee turnover and workforce diversity.
Remediation
[S1-4 38b]
In 2025, a tragic incident resulted in the death of a contractor working at the plant in Lenzing Biocel Paskov (Czech Republic). While the individual was not a direct employee of Lenzing, the company collaborated closely with the contractor’s employer to ensure the family received appropriate support, including access to counselling. For more information on the incident, please see the “Health and safety” section in this chapter.
Learning and development actions
[S1-4 40a]
Individual learning path offerings
[MDR-A 68a, 68b, 68c]
Lenzing relies on the skills and productivity of its employees. To enable their continuous and individual development, Lenzing offers a global Learning & Development (L&D) catalog. This is available long-term through the Learn@Lenzing platform, allowing employees to browse and select individual development opportunities. This includes eLearning, blended learning as well as face-to-face training opportunities.
LinkedIn Learning was introduced in 2025 and integrated into Learn@Lenzing.
428 Learn@Lenzing courses have been assigned in the skill matrix IT tool.
Global Performance and Talent Management
[MDR-A 68a, 68b, 68c]
Effective Talent and Performance management are pivotal to Lenzing’s success and the growth of its workforce. The related processes shape employee development by setting and tracking clear performance goals aligned with roles and functions and by identifying Lenzing’s talent mix. The company strengthens these processes by rolling out Performance and Talent Management for all white-collar employees. This ensures broad access, individual development support and integration into long-term workforce planning.
Equity, diversity & inclusion (EDI) actions
“A collective responsibility”
Lenzing is committed to fostering a diverse and inclusive environment where everyone can thrive – regardless of gender, age, ethnicity, cultural background, or language.
[S1-4 40a, 40b, MDR-A 68a, 68b, 68c]
Three Employee Resource Groups (ERGs) support EDI at Lenzing: Women (Women@Lenzing), different nationalities (Multicultural@Lenzing), and LGBTQIA+ (PrideAlliance@Lenzing). In 2025, Pride Month was celebrated at multiple sites with awareness-raising activities. Women@Lenzing marked International Women’s Day globally, organized gender-focused panels, empowerment initiatives, cultural events and supported access to menstrual products at headquarters. All EDI initiatives are open to all employees and foster personal development through inclusive practices. These efforts form part of Lenzing’s long-term people strategy and talent development.
Social audits
[MDR-A 68a, 68b, 68c]
In 2025, all production sites completed verification under the Higg Facility Social & Labor Module (FSLM), which is based on the Social & Labor Convergence Program (SLCP). The process included a comprehensive self-assessment and on-site audit and identifies potential improvement opportunities. It requires annual renewal.
The overall results were well above the median scores. Most sites ranked in the top quartiles within their respective countries. These results can be shared with partners along the value chain, explicitly asking for these audits and information on social sustainability. In addition, a customer audit focusing on labor standards and fair labor practices took place at Lenzing’s sites in Grimsby (UK). Several questionnaires from the value chain on relevant social topics were completed throughout the year.
Communication actions
[S1-4 40a, 40b, MDR-A 68a]
Lenzing uses various channels to support the communication of major changes in the company in order to keep its workforce up to date. For the description of actions (ESRS 2 MDR-A), please refer to the “Communication” section in this chapter.
Work-life balance and benefits provided actions
[S1-4 38c, MDR-A 68a, 68b, 68c]
Lenzing supports work-life balance through flexible hours, part-time roles and remote-work options at most sites. These arrangements are available to all eligible employees to ensure equal opportunity to manage professional and personal responsibilities. Benefits granted to full-time employees are generally extended to part-time staff and, in many cases, to temporary employees. This approach ensures fair and inclusive access across the workforce.
Health and safety actions
[S1-4 38a, 40a, 41]
Hazard identification and assessment
[MDR-A 68a, 68b, 68c]
The company systematically identifies and mitigates workplace hazards through cross-functional risk assessments, audits and process safety reviews. These efforts are supported by measurable goals and stakeholder feedback and form part of an ongoing process. Employees and contractors are empowered to uphold safety standards, including the right to stop unsafe work without reprisal. A centralized system for incident reporting and investigation tracks KPIs such as closure times and recurrence rates, thereby supporting transparency and root cause analysis. Hazard identification covers six core categories: safety, biological, physical, ergonomic, chemical and psychosocial. It draws on internal assessments, adverse event analysis, inspections, and expert input to safeguard all workers and maintain a responsive, group-wide approach to health and safety. Actions arising from these processes are described in this section.
Occupational medical care
[MDR-A 68a, 68b, 68c]
In 2025, the Lenzing Corporate Health Care & Well-being function together with Global Health, Safety and Environment function continued to coordinate occupational medical care at various locations. The aim here was to provide guidance and to ensure that company standards exceeded the minimum requirements of each country.
By enhancing competence in the occupational medical care provision of Lenzing’s regional partners, Lenzing will ensure that employees and managers have the best resources available to protect themselves from, and deal with, risks in the workplace.
Safety training
[MDR-A 68a, 68b, 68c]
The safety vision of Lenzing is to “leave home healthy, come home healthy”. The aim is to provide a working environment and culture in which people actively engage and drive health and safety excellence. It is recognized that all employees can influence health and safety performance and that employees can contribute to a safer workplace through individual ownership and engagement.
Lenzing provides targeted occupational health and safety training to all employees, tailored to task-specific hazards. Annual and refresher training schedules are aligned with regulatory requirements. Induction training is also delivered to contractors and site visitors.
Health promotion
[MDR-A 68a, 68b, 68c]
Since 2019, the Lenzing Group has been focusing on promoting fitness as part of employees’ regular activities. These programs aim to encourage and support employees in adopting a healthy lifestyle both at work and during their leisure time. To aid these efforts, a healthy living app (Moveeffect®) designed for corporate use to accommodate the needs of Lenzing’s employees at the various sites was adopted and distributed to all employees for voluntary use. The app’s purpose is to motivate employees to become more active. A total of 3,100 employees are currently registered in the app.
In 2025, healthy eating was the focus of health promotion. The topic was promoted with an internal company food pyramid, several podcasts on nutrition and a food challenge in the app.
Health care at Lenzing’s production facilities
[MDR-A 68a, 68b, 68c]
At all production sites, Lenzing gives employees access to an in-house primary care system, complementing the existing health systems of the individual countries. Medical services range from regular examinations and therapy sessions at smaller sites to fully equipped outpatient clinics with qualified staff and on-site ambulances at larger sites. This ensures prompt treatment and follow-up care. All Lenzing facilities have first aiders trained in certified basic and regular first aid refresher courses. The production sites and their health care facilities are visited by an occupational physician from the Lenzing Health Care & Well-being department periodically to ensure the quality of those services.