Sustainability Report 2023

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Fulﬁlling our own demands and those of our customers: We are putting sustainability at the top of the compliance agenda. Dear Reader “We create sustainable values for the people we work with.” These are the opening words under principle number 5 in our BP® guiding principles. We believe that this future-oriented, sustainable outlook has contributed signiﬁ- cantly to the fact that we have been operating on the market as a family business for more than 235 years. This value will also remain an important part of our company culture in the future. At BP®, there is a lot that we want to accomplish and we have set ourselves some ambitious milestones in our sustainability roadmap, which we will share with you here in this report. In the 2023 reporting year, it became very apparent that sustainability has moved to the top of the compliance agenda. Doing every- thing we can to be sustainable, now and Yours, Yours, Maik Friedrichs Managing Director Harald Goost Managing Director in the future, is something we demand of ourselves but it is also demanded of us by our customers. Sustainability is best accomplished together, which is why, in spring 2024, we invited our customers and supply-chain partners to a sustainability forum in Cologne. With this report, we are preparing for future reporting requirements based on the EU Direc- tive (Corporate Sustainability Reporting Direc- tive), which includes the ESG criteria (environ- mental, social and governance) and will be mandatory for us with effect from the 2025 ﬁnancial year. In this report, we are already addressing topics relevant to the Directive, such as the materiality analysis and EU tax- onomy. We will go into more depth on these topics over the course of the reporting year. The event slogan was “TOGETHER. SUSTAIN- ABLE. SUCCESSFUL.” This type of collaboration with our partners in the textile chain gives us new perspectives and enables us to develop new sustainability concepts. Looking to the future, we plan to continue working closely with all those involved in our textile supply chain. We hope you enjoy this report! BP® PRINCIPLE SUSTAINABILITY #5 We create sustainable values for the people we work with. Economic success equips us for the future. We stand for fair working conditions and use natural resources responsibly. 102-1, 102-14, 102-15, 102-16, 102-21, 102-29, 102-31, 102-43, 102-44, 102-50, 103 2

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Preface Customer questions Where do we come from? • Materiality analysis • Risk analysis • Supplier onboarding/BP® Code of Conduct BP® in facts and figures Sustainability strategy • Environmental, social & governance • Our social and environmental goals by 2030 Climate protection • Company balance sheets • Product balance sheets Circular economy • The circle of the future Social • Fair Wear Foundation (FWF) • Our garment manufacturers • Pricing and wage policy • Complaint management • Fairtrade • Partnership for Sustainable Textiles (PST) Supply chain • Globally connected • German Act on Corporate Due Diligence in Supply Chains • Our supply chain using the example of BPlus hybrid trousers 1818 EU taxonomy BP® customer forum GRI standards & glossary Legal notice 2 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 24 25 27 27 28 29 30 31 32 34 35 36 ASK OUR SUSTAINABILITY TEAM! Get your question answered with a click of the mouse. 102-29, 102-31, 102-43 3

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice You asked – we answered: Lifting the lid with our Sustainability Team. Annika, Nina and Fabian from our Sales and Sustainability Team sat down with us to answer some important sustainability questions from our stakeholders. Want to know more? Our team is always happy to hear from you. Simply send them an email at bp.einkauf@bierbaum-proenen.de WHY DOES BP® NOT SELL ANY PRODUCTS WITH THE GREEN BUTTON? The sustainability strategy from BP® has been developed for the long term and the strategy itself must also be sustainable. We decide which labels and certificates to pursue based on this strategy. This means that the labels we use have to provide added value – also in order to optimally use the budgets earmarked for them. The meta-seal approach used by the Green Button does not demonstrate this added value, since it only confirms upstream certifications, and for this reason we do not sell any products labelled with the Green Button. WHY DOES BP® NOT SELL ANY PRODUCTS WITH THE “OEKO-TEX® MADE IN GREEN” LABEL? Unlike the Green Button, OEKO-TEX® MADE IN GREEN does indeed provide added value for our sustainability strategy. This is why we are currently working to get this label on as many of our products as possible. We will not be using the label, how- ever, until all of the products in question have been certified. Achieving this requires some lead time, since we have to cooperate with numerous partners and a large portion of the supply chain needs to be certified. Soon, though, we will be offering a wide selec- tion of items with the OEKO- TEX® MADE IN GREEN label. WHAT MAKES BP® SO SUSTAINABLE? When it comes to sustain- ability, we have a clear goal that we want to reach in a series of transparent stages. We address the pressing chal- lenges diligently and with a comprehensive mindset. We also align our goals with vari- ous stakeholders in order to take outside perspectives and feedback into consideration in our work on sustainability. We are happy to report that we have received great feed- back on our strategy for active and effective sustainable changes. HOW MUCH CO2 IS PRO- DUCED DURING THE MANU- FACTURE OF BP® PRODUCTS COMPARED WITH EVERYDAY ACTIVITIES? We are currently working on developing comparisons that would show precisely this, e.g. a depiction of the CO2 emis sions produced while manufacturing our products compared with those pro - duced from a car trip. Our goal has always been to identify areas where we can reduce and to take action. The idea of using everyday activities as a comparison for carbon emissions is very interesting. It will, however, require a lot of detailed work in order to be able to draw useful conclusions from it. Thanks for the suggestion! WHICH SUSTAINABILITY LABELS DOES BP® WORK WITH? Our partners include the Fair Wear Foundation, the Partner- ship for Sustainable Textiles (PST), MaxTex, ClimatePartner and, very soon, also Hohen- stein (OEKO-TEX® MADE IN GREEN). HOW DOES BP® ENSURE SUSTAINABLE PROCURE- MENT OF RAW MATERIALS? Our suppliers must adhere to our strict sustainability rules. They have to sign our Code of Conduct and meet the requi- rements laid out in our agree- ments with various labels. Adherence to these require- ments is verified regularly by the FWF, BP® audits and third- party audits. Our partnerships are also generally long-term relationships based on mutual understanding, common goals and joint development. For example, the FWF verifies that our manufacturing companies are adhering to the sustain- ability requirements and that they are implementing im - provement measures. The rules laid out by the Manufacturing Restricted Substances List (MRSL) ensure that no harmful substances are used in manufacturing. We also strive to produce our products with the greatest energy efficiency possible and to continually optimise our processes. For example, we are currently working on digi- talising our supply chains. Our team: Fabian, Annika and Nina 102-21, 102-29, 102-31, 102-43, 102-53 4

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Many goals. Many people involved: The BP® materiality analysis. Materiality analysis Preventive and corrective measures Risk analysis In accordance with EU regulations, com - panies must provide a comprehensive analy- sis of their sustainability efforts, so that these can be compared across industries. The materiality analysis, carried out accord- ing to the specifications of the European Sustainability Reporting Standards (ESRS), evaluates the importance of environmental, social and governance-related factors for a company. It includes aspects such as the potential impact on the business activities, interests and expectations of the stake- holders as well as legal requirements. The goal is to determine the material aspects with the greatest influence on a company and its stakeholders and to then use these to develop and communicate a company’s sustainability strategy. A factor is considered material when it has real or potential positive or negative impacts on human beings or the environment in the short, medium or long term. MATERIAL FACTORS RISK PREVENTION/REMEDIES Occupational health and safety in the supply chain Procurement countries with insufficient occupational health and safety standards Human rights and labour standards in the supply chain Procurement countries with insufficient labour and human rights standards Improving working conditions through involvement in multi-stakeholder initiatives as well as close, long-term collaboration with suppliers Improving working conditions along the supply chain through our involvement in the FWF and PST as well as audits and training to improve awareness Climate protection in the supply chain Energy-intensive manufacturing processes as well as long and numerous logistics paths in the supply chain create greenhouse-gas emissions. Discussions with suppliers about installing photo- voltaic systems to reduce greenhouse-gas emissions in the supply chain Additional factors that have limited materi- ality but are still relevant to the sustain- ability efforts of BP®: »» Human rights, occupational standards, occupational health and safety in administration, sales and logistics »» Maintenance and use of durable products »» Governance and compliance »» Employer branding »» Social involvement »» Product safety Circular economy in the supply chain The use of new raw materials and the creation of waste during manufacturing have a negative environmental impact. Reduced resource consumption through the use of circular materials and the implementation of circular production processes »» Prevention of corruption and anti-competitive behaviour Responsible handling of chemicals during manufacture Manufacturing processes in the supply chain that use a lot of chemicals have a negative impact on the environment, employees and the general public. Responsible use of chemicals through collabora- tion with suppliers and adherence to certification standards »» Data protection and information security 102-9, 102-11, 102-15, 102-16, 102-21, 102-25, 102-29, 102-31, 102-42, 102-43, 102-44, 102-47, 416-1 5

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice In-depth and in detail: The BP® risk analysis. In the risk analysis, we examine and evaluate key risk factors that influence the topic of sustainability. our procurement countries over the course of a year and take a particularly close look at the situation in our manufacturing sites. Last year was the first year that we reported on our risk analysis. It lays the foundation for our daily actions and comprises aspects such as the selection and supervision of our suppliers, adherence to the German Act on Corporate Due Diligence in Supply Chains and our member- ships of the FWF or the Partnership for Sustain- able Textiles. As part of the risk analysis, we evaluate the political, economic and social developments in During this evaluation, we are in constant contact with our on-site partners. Additionally, we evaluate the eleven sector risks for the textile and clothing industry de - fined by the OECD (see box below). Our risk analysis is based on the OECD guideli- nes and is the foundation of our commitment to responsible company practices. THE 11 SECTOR RISKS: 1. Working time 2. Discrimination, sexual harassment and gender-based violence 3. Freedom of association and collective bargaining 4. Wages and social benefits, living wages 6. Occupational health and safety 7. Corruption 8. Chemicals and waste water 9. Environmental protection and resources 10. Greenhouse gas emissions 5. Forced labour 11. Animal welfare Knowledge gained from the audit reports is also used in the risk analysis. For the analysis of a partner country, the gross risk is determined. In many countries, how ever, risk varies from region to region, as do the overall conditions. This is why we evaluate each partner individually. We check to see whether the gross risk present in that specific country is reduced through positive factors in the partner facility (see example top right). If we find this to be the case, we adjust our evaluation of this partner accordingly, resulting in the net risk. This comprehensive analysis allows us to imple- ment targeted measures to proactively address these risks and work on improving them. It helps us to conduct our business and human rights due diligence (HRDD), and it increases the transparency of our supply chain. In this report we present each of our manu- facturing facilities and, using examples, we describe which risks our analysis identified and the actions we took with this knowledge. EXAMPLE: The gross risk for occupational and building safety is rated medium to high in Tunisia. However, we know the factory very well and visit it on a regular basis, the Fair Wear Foun- dation regularly conducts audits there and the factory is certified according to ISO 9001 and ISO 14001. We have therefore evaluated the net risk as low to medium. MEDIUM RISK CLASSES LOW HIGH LOW: There are risks, but the probab ility that they will occur is low. MEDIUM: There are risks, but we have evaluated the probability of their occurrence as manageable. HIGH: There are risks with a rela- tively high probability of occurrence, but it does not mean that they necessarily will occur. 102-9, 102-11, 102-15, 102-16, 102-17, 102-21, 102-29, 102-30, 102-31, 102-42, 102-43, 102-44, 205-1, 308-1, 308-2, 406-1, 407-1, 408-1, 409-1, 412-1, 414-2 6

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Responsibility starts with purchasing: BP® has high standards – especially when it comes to sourcing. During the onboarding process of new materials sup - pliers and manufacturing partners we implement a strict sourcing strategy, putting particular emphasis on our due diligence in the supply chain. Our risk analysis is an inherent part of this process and we take the human rights aspects very seriously. BP® CODE OF CONDUCT CLICK HERE TO READ OUR CODE OF CONDUCT. BP® PARTNER Risk analysis of the relevant country ! CODE OF CONDUCT The BP® Code of Conduct is the foundation upon which our relationships with customers, partners and suppliers are built. It is based on the OECD guidelines and the ILO core labour standards. We are highly committed to responsible purchasing practices and we work with our business partners as equals. To do so, open and honest communication is essential. We support our manufac- turing partners and suppliers, for example, by forecast- ing the quantities we need months in advance, which allows them to plan their own production reliably. It is important to us that our cost structure is trans- parent and we discuss it on a regular basis with our manufacturers. We are aware that the prices we pay are intrinsically linked to the wages of the people who manufacture our work clothing. We therefore also take each country’s political and economic development into consideration as part of our risk analysis (see page 6). These approaches described are used for all of our direct partners as well as their upstream suppliers. We work hard to ensure that our responsible business prac- tices are used throughout the entire depth of our supply chain. Our approach to responsible purchasing practices is based on the Common Framework for Responsible Purchasing Practices, which was developed by nume- rous multi-stakeholder initiatives. We use this frame- work to continuously re-examine and re-evaluate our approaches. Preliminary talks On-site visit and inspection Risk analysis of partner Trial order Monitoring/evaluation and annual review The selection process for new BP® partners (manufacturing partners or materials suppliers) is governed by clearly defined rules. 102-2, 102-9, 102-11, 102-15, 102-16, 102-17, 102-21, 102-29, 102-30, 102-31, 102-42, 102-43, 205, 308-1, 406-1, 407-1, 408-1, 409-1, 412-1, 414-1, 414-2 7

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice More than just facts & figures: 235 years of Bierbaum-Proenen. BP® HEADQUARTERS IN COLOGNE 2023: BP® PRODUCT WORLDS 2023: BP® SUPPLY CHAIN 2023: 7th 126 12 generation family company employees from 10 different countries in one single team employee beneﬁts, from sports to company bikes 154,321 54% 46% kw/h green electricity purchased female employees male employees 5 24 56 product areas collections available colours new developments (incl. colours) 59 1.45 mil. available NOS items employees at our manufacturing partners years, on average, working with manufacturing partners supplier visits 5,613 15 years 23 32 31 100% 78% third-party audits FWF audits monitored manufacturing companies of fabric from STeP/bluesign- certiﬁed suppliers TOP 5 PROCUREMENT COUNTRIES MANUFACTURE by procurement volume: Tunisia (25%), Armenia (24%), North Macedonia (16%), Türkiye (14%), Vietnam (6%) MATERIAL by procurement volume: Germany (41%), Italy (31%), China (8.86%), Türkiye (8.76%), France (1.61%) 102-1, 102-2, 102-3, 102-7, 102-8, 102-29, 102-31, 102-43, 403-5, 403-6, 405-1 8

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice 235 years of Bierbaum-Proenen: More than the sum of its parts. C O 2 p r o d u c t b a l a n c e s h e e t e c n o m p li a C Long-term partnerships SMALL PIECES, BIG EFFECTS: OUR SUSTAINABILITY TOPICS. From the digital product passport to the materiality analysis, from mandatory reporting to the company carbon footprint: at BP®, we have been working on our environmental, social and governance topics for many years. The result: for the tenth time in a row, we have been designated a Fair Wear Leader – a distinction awarded by the Fair Wear Foundation (FWF) to companies who are committed to respon- sible sourcing on numerous levels. These aspects are elements of our complex sustainability strategy, which fit together just like the pieces of a jigsaw. k R i s s i s a l y n a 102-29, 102-43 10

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Turning goals into facts: The BP® path to sustainability. 2030 At least 50% of the BP® product range is recyclable. 2025 BP® products have a digital product pass. The CO2 reduction targets were reached for all BP® products and the residual CO2 levels were offset through climate protection projects. 2024 The CO2 reduction targets have been reached in BP® logistics and the residual CO2 levels are offset through climate protection projects. 2023 ü Completed: BP® has achieved its CO2 reduction targets and the residual CO2 levels were offset through climate protection projects. ADDITIONAL CURRENT BP® PROJECTS »» E-charging stations at our Cologne location »» Photovoltaics at our Cologne location »» Energy savings through a new lighting concept »» Energy savings through new air conditioning »» Photovoltaics at Vetra® »» Increased use of recycled fibres in Cologne at Vetra® 102-2, 102-9, 102-15, 102-21, 102-29, 102-31, 102-43, 302-1, 302-4, 302-5, 305, 308-2 11

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Reaching CO2 reduction targets, step by step: Our company balance sheets. BP® AND CLIMATE PARTNER CALCULATE THE BP® COMPANY BALANCE SHEET BP® COMPANY BALANCE SHEET ClimatePartner is a company that specialises in climate protection solu- tions. It helps other companies calculate and reduce their CO2 emissions and to offset the remaining emissions through climate protection projects around the world. The certified climate protection mea- sures and the CO2 amounts that have been offset can be traced using an indi- vidual Climate ID Number. In this way, the cooperation with ClimatePartner creates a high level of transparency around climate protection. We no longer use the term “climate neutral”, and this is intentional, as it gives the impression that greenhouse gases are no longer being emitted. Gathering data on our CO2 values in all areas – from electricity consumption to printer paper to business trips and commuting travel. ELIMINATE/REDUCE Analysing our processes to reduce unnecessary emissions. OFFSET Offsetting unavoidable CO2 emissions by climate protection projects. CO2 EMISSIONS CLICK HERE FOR MORE INFORMA- TION ON CLIMATE PARTNER. In general, we focus on the reduction our CO2 emissions, and we prioritise it over offsetting. The Corporate Carbon Footprint (CCF) is the amount of greenhouse gases caused by a company’s activities. It is the basis for all relevant climate pro- tection measures. By calculating their CFF, companies get a clear picture of the greenhouse gases they are creating and can pinpoint the biggest sources of their emissions. They can then use this know- ledge to implement targeted measures that reduce these emissions, effectively doing their part for climate protection. The CCF is calculated according to the specifications of the ClimatePartner Pro- tocol, which is based on the Greenhouse Gas Protocol (GHG Protocol). At its headquarters in Cologne, BP® has reached numerous CO2 reduction tar- gets; the remaining CO2 levels are offset through a climate protection project. Electricity, heat, cooling and water purchased for own needs Company vehicles Corporate waste Business trips Fuel- and energy-related emissions Printing products and printer paper* Commuting by employees Working from home (starting 2020) TOTAL 2022 (kg CO2) (%) 10,086.65 2.23 139,747.81 30.94 3,523.32 40,981.04 0.78 9.07 91,050.20 20.16 7,808.77 1.73 140,801.10 31.17 17,701.45 3.92 451,700.34 100 2023 (kg CO2) (%) 9,860.34 2.1 144,941.49 31.8 3,523.32 0.8 47,798.05 10.5 94,653.95 20.8 3,206.89 0.7 128,020.56 28.1 23,328.80 5.1 455,333.39 100 We have been tracking our CO2 emissions at our Cologne headquarters since 2019. The total in 2019 was 1,154,869 kg of CO2. Since then, we have made huge advances. Some of the values do however vary over the course of the reporting year, due, for example, to business travel. 102-11, 102-12, 102-13, 102-15, 102-21, 102-29, 102-31, 102-43, 302-1, 302-4, 302-5, 303-1, 303-5, 305, 306-2, 308-2 13

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Calculating CO2 emissions, step by step: Our product balance sheets. EXAMPLE: PRODUCT BALANCE SHEET FOR BP® TROUSERS “1998” Size 50n (kg CO2) (%) 11.99 68.4 1.69 0.83 0.59 0.64 0.49 1.31 9.6 4.7 3.4 3.6 2.8 7.5 Raw materials Packaging Inbound logistics Electricity consumption in manufacturing facility Outbound logistics Disposal Overhead emissions 17.54 100 TOTAL incl. 10% safety margin: 19.23 kg CO2 Our target for 2030 is to have calculated the CO2 emissions for all of our products, implemented reduction measures and offset the remaining emissions through climate protection projects. After completing balance sheets for the first few products, we came to realise that it was not realistic to do so for each and every one of our products in the time frame we had set for our- selves. We are therefore changing our plan of action to make it quicker and easier to use the data already collected and apply it to all of our products. We are currently creating an internal database in order to automate and speed up data collection. As part of this process we are in close contact with ClimatePartner as well as our upstream suppliers to gather primary data for the product balance sheets. Thanks to our road map to sustainability, we have identified potential areas to avoid CO2 emissions in the areas of logistics, disposal and overhead emissions. WHERE DO THE EMISSIONS OCCUR IN THE SUPPLY CHAIN? Upstream supply chain levels 2-4 CO2 share purchased Downstream supply chain CO2 share generated by our own activities Fabric/accessories Raw materials Warehouse Manufacture level 2 Warehouse Sales channels Final customers The activities on the part of our upstream suppliers (materials) cause the bulk of CO2 emissions, accounting for around 70%. 102-2, 102-9, 102-11, 102-12, 102-13, 102-15, 102-21, 102-29, 102-31, 102-43, 302-4, 302-5, 305, 308-2 14

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Produce, use, recycle: A circular economy for our future. NEW PRODUCT a workshop. There, they analysed our value-added chain and used it as a basis to develop ways of improving the circular economy at BP®. Both our customers and our suppliers are becoming increasingly interested in circu- lar products. Our aim is to work together to make progress in this area and find new solutions. EMBRACING CIRCULARITY. Nature is full of circular processes. We have taken the ultimate example of recyclability that nature has given us and thought about how to make our products circular too. Circularity starts with good product design – here is where we lay the foun- dation to ensure that our products can be optimally repaired and recycled. At the 2023 A+A trade fair, the world’s largest trade fair for occupational health and safety, we had the opportunity to present a polo shirt from our Circular Economy collection. We have been de vel- oping this polo shirt for two years. After all, at BP®, quality is our number-one priority and our clothing also has to be able to withstand industrial laundering. A polo shirt from this collection is currently made of 10% recycled produc- tion waste and the buttons are created from recy cled cotton – all with the consistently high level of BP® quality. In 2023, four of our BP® colleagues from the Product Management, Product Design, Purchasing/Sustainability and Marketing departments took part in OUR BP® CIRCULAR ROAD MAP SOLUTION FOR RESIDUAL WASTE RECYCLING & RECOVERY DESIGN COLLECTION MATERIAL SELECTION CONSUMPTION, USE, RE-USE, REPAIR PRODUCTION & RECONDITIONING SALES 2023 2024 2024-2025 2025 2028 2030 2030 First BP® Circular items Repair kits for reﬂective strips Additional BP® Circular items Collection container for leftover fabric and used clothing 40% of all BP® fabrics have a recycled content Repair service Re-use of cutting waste scraps from BP® products 20% of the collected materials At least 50% of BP® products First collaboration as part of are leftover fabric and used are recyclable Circular projects clothing 102-2, 102-9, 102-11, 102-15, 102-21, 102-29, 102-31, 102-43, 302-2, 302-3, 308-2 16

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Working together for more responsibility. BP® cooperation with the Fair Wear Foundation. 10 years of leader status It is the highest distinction awarded by Fair Wear and BP® has met the requirements at a very high level. THE FACTS: »» The Fair Wear Foundation (FWF) is a multi-stakeholder initiative that aims to improve working conditions for textile workers. »» BP® has been a member of the Fair FWF (FWF) since 2010 and has been awarded the status of Fair Wear Leader ten times in a row. »» BP® and its manufacturing part- ners undertake to observe the FWF principles and to work on any neces- sary improvements. »» All employees who work at the manufacturing companies have access to the FWF complaints mechanism (see page 25). »» The FWF principles are imple- mented and monitored at the manufacturing partners by means of regular visits, training, audits and follow-up action plans. FEEDBACK FROM THE LAST BRAND PERFORMANCE CHECK: »» We will now be focusing more strongly on freedom of association. How are the works councils or unions at our manufacturing partners organ- ised and how can we support them? »» BP®’s implementation of FWF principles is verified by the FWF Brand Performance Check (management system audit at BP®) as well as other checks. Further information is available here. »» We have also made changes to our yearly survey regarding employee numbers, wages and working time. We now gather more gender- based data in order to identify any inequalities. »» In-depth dialogue with other FWF members as well as overarching cooperation with our shared manu- facturing partners are very valuable to us. Ultimately, we achieve more when we work together. MORE INFO IS AVAILABLE HERE! Learn all about Fair Wear here. THE PRINCIPLES OF THE FAIR WEAR FOUNDATION 1 2 3 4 Free choice of work Freedom of association and right to collective bargaining No discrimination at the workplace No exploitation in the form of child labour The Fair Wear Foundation’s principles 1-4 correspond to points 1-4 of the International Labour Organization’s (ILO) core labour standards. These are social standards embedded within the world trading system which aim to guarantee humane working conditions and adequate protection in the workplace. 5 6 7 8 Payment of a living wage Appropriate working hours Heath and safety at work Legally binding employment relationship 102-9, 102-11, 102-12, 102-13, 102-15, 102-16, 102-21, 102-29, 102-30, 102-31, 102-43, 406-1, 407-1, 408-1, 409-1 18

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice TUNISIA BP® PRODUCTION COMPANY VETRA® Small series specialist and multifunctional for all collections COOPERATION START DATE: 1995 NO. OF EMPLOYEES: 318 (39 male, 279 female) NO. OF FWF AUDITS: 6 MOST RECENT FWF AUDIT: 29 + 30/09/2022 MOST RECENT VISIT: November 2023 BP® SHARE IN THIS PRODUCTION FACILITY: 100% EMPLOYEE TRAINING: FWF Workplace Education Programme (WEP) 2014, Social Dialogue 2017, WEP “Basic” 2022 PARTICIPATION IN FWF SUPPLIER SEMINARS: “Introduction to HRDD and Practical Use of the Fair Price Application” DIFFERENCE BETWEEN MINIMUM WAGE AND LOWEST WAGE PAID: + 31% DIFFERENCE BETWEEN MINIMUM WAGE AND AVERAGE WAGE PAID: + 43% MEDIUM RISK LOW HIGH Results of our risk analysis for the entire production site l . s e e y o p m e e c i v r e s r o t n e m e g a n a m f o s e g a w e d u l c n i t o n s e o d a t a d e h T . s t n e m y a p s u n o b e d u l c n i t o n o d d e t s i l s e g a W . r a e y g n i t r o p e r e h t g n i r u d d e r e h t a g s a w s e g a w n o a t a d e h T Main risks identified: »» Possible future shortage of skilled workers »» Need to invest in digitalisation methods and new textile processing Areas for improvement identified: We want to strengthen employee retention, improve communication with the works council and modern- ise the factory. A large part of the electrical installation was replaced for this reason in 2023. A new air-condi- tioning unit will be installed in the production building in 2024. Comment: In VETRA®, our own company, we introduced a Target Wage Agreement in 2022. This stated that employees would be paid a fixed percentage above the minimum wage. We raised this percentage during the reporting year. TUNISIA PARTNER COMPANY 2 Med & Care and Gourmet specialist COOPERATION START DATE: 2013 NO. OF EMPLOYEES: 190 (15 male, 175 female) NO. OF FWF AUDITS: 4 MOST RECENT FWF AUDIT: 23 + 24/06/2022 MOST RECENT VISIT: November 2023 BP® SHARE IN THIS PRODUCTION FACILITY: 80% EMPLOYEE TRAINING: FWF Workplace Education Programme “Basic” 2021 DIFFERENCE BETWEEN MINIMUM WAGE AND LOWEST WAGE PAID: + 19% DIFFERENCE BETWEEN MINIMUM WAGE AND AVERAGE WAGE PAID: + 28% Main risk identified: »» Possible future shortage of skilled workers Areas for improvement identified: More attention needs to be paid to the issue of employee retention. We are in conversation with the partner about potential improve- ment measures MEDIUM RISK LOW HIGH Results of our risk analysis for the entire production site 102-4, 102-9, 102-21, 102-29, 102-30, 102-31, 102-43, 205-1, 412-1, 412-2, 414-1, 414-2 19

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Main risk identified: Currently, we are assuming that the stand- ard country-specific risks apply in Tunisia. An in-depth analysis will follow. Risk assessment: We worked with this partner from 2016 to 2020, before starting to work with them again in 2023. Since this collaboration is still in its infancy, we are not yet able to release comprehensive information, e.g. wage data. TUNISIA PARTNER COMPANY 3 New partner (cooperation under development) COOPERATION START DATE: 2023 NO. OF EMPLOYEES: 280 MOST RECENT AUDIT (STeP): 08 + 09/02/2023 MOST RECENT VISIT: November 2023 CERTIFICATIONS: STeP by OEKO-TEX ® MEDIUM RISK LOW HIGH Results of our risk analysis for the entire production site l . s e e y o p m e e c i v r e s r o t n e m e g a n a m f o s e g a w e d u l c n i t o n s e o d a t a d e h T . s t n e m y a p s u n o b e d u l c n i t o n o d d e t s i l s e g a W . r a e y g n i t r o p e r e h t g n i r u d d e r e h t a g s a w s e g a w n o a t a d e h T BANGLADESH Partner for T-shirts COOPERATION START DATE: 2017 NO. OF EMPLOYEES: 280 (112 male, 168 female) NO. OF FWF AUDITS: 1 MOST RECENT FWF AUDIT: 18 + 19/08/2023 MOST RECENT AUDIT BY A THIRD-PARTY ORGANISATION: 22/03/2022 (BSCI) MOST RECENT VISIT: September 2023 BP® SHARE IN THIS PRODUCTION FACILITY: 20% EMPLOYEE TRAINING: FWF onboarding training, module 1, December 2023; training content: labour law & complaints mechanism DIFFERENCE BETWEEN MINIMUM WAGE AND LOWEST WAGE PAID: + 9% DIFFERENCE BETWEEN MINIMUM WAGE AND AVERAGE WAGE PAID: + 15% MEDIUM RISK LOW HIGH Results of our risk analysis for the entire production site Main risk identified: This partner transferred its manufacturing facilities to another factory without consul- tation. Following the transfer, the results of an FWF audit did not meet our expectations due to numerous deficiencies found. Areas for improvement identified: We conducted an on-site visit, which reas- sured us that improvement measures have been implemented. However, there are still areas in need of work. We are therefore planning another on-site visit in 2024 as well as a new audit, which is designed to identify additional areas for improvement. Risk assessment: A government-imposed minimum wage increase triggered protests and strikes in Bangladesh. The current order situa- tion in Bangladesh has also deteriorated significantly. 102-4, 102-9, 102-21, 102-29, 102-30, 102-31, 102-43, 205-1, 412-1, 412-2, 414-1, 414-2 20

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Main risk identified: We had initially set the risk level for this partner very high due to the territorial conflict between Armenia and Azerbaijan. Given the rapproche- ment between the two countries, we were able to revise the risk level slightly downwards. Areas for improvement identified: The company is well positioned. We want to improve conditions through a voluntary third-party audit. ARMENIA Specialist in outdoor items, PPE and Workwear, handles large-scale orders COOPERATION START DATE: 2016 NO. OF EMPLOYEES: 2345 (187 male, 2158 female) NO. OF AUDITS BY THIRD-PARTY ORGANISATIONS: 13 MOST RECENT AUDIT BY A THIRD-PARTY ORGANISATION: 29/07/2022 (BSCI) MOST RECENT VISIT: December 2023 BP® SHARE IN THIS PRODUCTION FACILITY: 8% CERTIFICATION: ISO 9001, ISO 14001 DIFFERENCE BETWEEN MINIMUM WAGE AND LOWEST WAGE PAID: + 33% DIFFERENCE BETWEEN MINIMUM WAGE AND AVERAGE WAGE PAID: + 94% MEDIUM RISK LOW HIGH Results of our risk analysis for the entire production site l . s e e y o p m e e c i v r e s r o t n e m e g a n a m f o s e g a w e d u l c n i t o n s e o d a t a d e h T . s t n e m y a p s u n o b e d u l c n i t o n o d d e t s i l s e g a W . r a e y g n i t r o p e r e h t g n i r u d d e r e h t a g s a w s e g a w n o a t a d e h T PAKISTAN Specialist in Workwear, Gourmet and Med & Care COOPERATION START DATE: 1994 NO. OF EMPLOYEES: 1040 (992 male, 118 female) NO. OF AUDITS BY THIRD-PARTY ORGANISATIONS: 13 LETZTES AUDIT (STeP): 17/07/2023 MOST RECENT VISIT: September 2023 BP® SHARE IN THIS PRODUCTION FACILITY: 17% EMPLOYEE TRAINING: As part of the STeP certifications, extensive training courses were arranged on a regular basis covering topics such as quality management, chemical and environmental management, occupational safety and social sustainability. CERTIFICATION: Our manufacturing partner and its upstream partners (dyeing and finishing) are STeP by OEKO-TEX®-certified. DIFFERENCE BETWEEN MINIMUM WAGE AND LOWEST WAGE PAID: + 19% DIFFERENCE BETWEEN MINIMUM WAGE AND AVERAGE WAGE PAID: + 40% Main risk identified: Since the beginning of 2023, it has been difficult for this partner to make full use of its production capacities due to the strained global order situation. Areas for improvement identified: Wages are acceptable based on a coun- try-wide comparison. As part of an initiative of the Partnership for Sustain- able Textiles (PST), we are collab- orating with another company on a pilot project to raise wages in the long term. Comment: In the reporting year, our Pakistani partner began meeting its energy needs through a photovoltaic system. In 2023, a system was installed that can generate 25 kWp – a number that is set to double in 2024. The goal is to generate more electricity from regen- erative energy sources over time. MEDIUM RISK LOW HIGH Results of our risk analysis for the entire production site Solar panels on the roof of the factory building 102-4, 102-9, 102-21, 102-29, 102-30, 102-31, 102-43, 205-1, 412-1, 412-2, 414-1, 414-2 21

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice NORTH MACEDONIA All-rounder and small series specialist COOPERATION START DATE: 2002 NO. OF EMPLOYEES: 294 (16 male, 278 female) NO. OF FWF AUDITS: 6 MOST RECENT FWF AUDIT: 20 – 22/10/2022 MOST RECENT VISIT: December 2023 BP® SHARE IN THIS PRODUCTION FACILITY: 60% DIFFERENCE BETWEEN MINIMUM WAGE AND LOWEST WAGE PAID: + 9% DIFFERENCE BETWEEN MINIMUM WAGE AND AVERAGE WAGE PAID: + 29% Main risks identified: Due to excessively low productivity rates, there were repeated instances of working on a Saturday in 2022, and these shifts were not appropria- tely compensated. This situation was revealed in an FWF audit, which also took place in 2022, and the Saturday working was immediately stopped. It continues to be monitored in 2023. Another risk is the increasing short- age of skilled workers. Areas for improvement identified: We are attempting to provide this partner with as much support as possible and find the best solution for everyone involved. We are in close communication with our part- ner and will coordinate our efforts in the areas of capacity planning and the skilled-labour shortage TÜRKIYE Specialist in T-shirts, polo shirts, sweat- shirts and Med & Care COOPERATION START DATE: 2005 NO. OF EMPLOYEES: 289 (165 male, 124 female) NO. OF FWF AUDITS: 5 MOST RECENT FWF AUDIT: 07 + 08/09/2021 MOST RECENT VISIT: November 2023 BP® SHARE IN THIS PRODUCTION FACILITY: 7% EMPLOYEE TRAINING: FWF Workplace Education Programme (WEP) “Basic” 2015; and FWF WEP “Communication” 2018 and 2022 CERTIFICATION: Our manufacturing partner and its upstream partners (dyeing and finishing) are STeP by OEKO-TEX®-certified. DIFFERENZ ZWISCHEN MINDESTLOHN UND NIEDRIGSTEM GEZAHLTEN LOHN: + 4% DIFFERENCE BETWEEN MINIMUM WAGE AND AVERAGE WAGE PAID: + 6% Comment: The major earthquake that struck in February 2023 damaged part of the factory. Our partner was able to start up production again rela- tively quickly, but there are still many people in need of help. Since operations are once again stable and running smoothly, we have down- graded the risk category, which was set high for a time. Main risk identified: After the 2023 earthquake, our part- ner company did not have a works council until it was re-established a few months later. However, the situ- ation has still not returned to normal and the works council is not able to function as it did in the past. Areas for improvement identified: Since operations have started up again successfully, we aim to provide the works council with the best possible support by initiating an audit and subsequent training. MEDIUM RISK LOW HIGH Results of our risk analysis for the entire production site MEDIUM RISK LOW HIGH Results of our risk analysis for the entire production site Cutting hall 102-4, 102-9, 102-21, 102-29, 102-30, 102-31, 102-43, 205-1, 412-1, 412-2, 414-1, 414-2 22 l . s e e y o p m e e c i v r e s r o t n e m e g a n a m f o s e g a w e d u l c n i t o n s e o d a t a d e h T . s t n e m y a p s u n o b e d u l c n i t o n o d d e t s i l s e g a W . r a e y g n i t r o p e r e h t g n i r u d d e r e h t a g s a w s e g a w n o a t a d e h T

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice CHINA PARTNER COMPANY 1 Long-standing specialist in outdoor items, PPE and Workwear COOPERATION START DATE: 2013 NO. OF EMPLOYEES: 263 (92 male, 144 female) NO. OF FWF AUDITS: 4 MOST RECENT FWF AUDIT: 10 + 11/10/2022 MOST RECENT AUDIT BY A THIRD-PARTY ORGANISATION: 21.04.2023 (BSCI) MOST RECENT VISIT: September 2023 BP® SHARE IN THIS PRODUCTION FACILITY: 10% DIFFERENCE BETWEEN MINIMUM WAGE AND LOWEST WAGE PAID: + 129% DIFFERENCE BETWEEN MINIMUM WAGE AND AVERAGE WAGE PAID: + 200% PARTNER COMPANY 2 Partner for our outdoor styles COOPERATION START DATE: 2017 NO. OF EMPLOYEES: 136 (94 male, 42 female) NO. OF FWF AUDITS: 1 NO. OF AUDITS BY THIRD-PARTY ORGANISATIONS: 5 MOST RECENT FWF AUDIT: 20 + 21/07/2023 MOST RECENT VISIT: September 2023 BP® SHARE IN THIS PRODUCTION FACILITY: 5% DIFFERENCE BETWEEN MINIMUM WAGE AND LOWEST WAGE PAID: + 84% DIFFERENCE BETWEEN MINIMUM WAGE AND AVERAGE WAGE PAID: + 162% Main risk identified: This partner finds it difficult to recruit. The succession policy is also currently unclear. Areas for improvement identified: The 2023 social audit identified many minor aspects in need of improvement and we are continuously working on these areas. Main risk identified: At this partner company, employees are often required to work overtime. We know that these extra hours are not due to BP® orders, but we want to make sure that the employees here have reasonable working hours, within the legal limits. Areas for improvement identified: Particularly in the busy seasons, more care must be taken to ensure that working times are adhered to. Our priorities in this regard are trans- parency and open communication in order to better assess the situation on the ground. Comment: Thanks to regular visits and factory tours we have a relatively good overview of operations at this part- ner and know the partner well. VIETNAM Partner for workwear COOPERATION START DATE: 2004 NO. OF EMPLOYEES: 178 (37 male, 141 female) NO. OF FWF AUDITS: 5 MOST RECENT FWF AUDIT: 04 + 05/08/2023 MOST RECENT VISIT: September 2023 BP® SHARE IN THIS PRODUCTION FACILITY: 60% DIFFERENCE BETWEEN MINIMUM WAGE AND LOWEST WAGE PAID: + 30% DIFFERENCE BETWEEN MINIMUM WAGE AND AVERAGE WAGE PAID: + 49% MEDIUM RISK LOW HIGH Results of our risk analysis for the entire production site MEDIUM RISK LOW HIGH LOW MEDIUM RISK HIGH Results of our risk analysis for the entire production site Results of our risk analysis for the entire production site l . s e e y o p m e e c i v r e s r o t n e m e g a n a m f o s e g a w e d u l c n i t o n s e o d a t a d e h T . s t n e m y a p s u n o b e d u l c n i t o n o d d e t s i l s e g a W . r a e y g n i t r o p e r e h t g n i r u d d e r e h t a g s a w s e g a w n o a t a d e h T Main risks identified: During an on-site visit it was appar- ent that the canteen needed to be modernised. It is not suitable as a break room for the employees in its current state. The order situation is very precari- ous in Vietnam, which is also nega- tively affecting this company. Areas for improvement identified: Many areas of the factory are in need of modernisation. Some of these were already improved after the audit. Some still need to be addressed. We will be in regular contact with this partner and will work together to lay out new goals. We are also currently supporting our partner as best we can with additional orders. Comment: Due to the order situation in Viet- nam, we assess our partner's risk situation on a regular basis. 102-4, 102-9, 102-21, 102-29, 102-30, 102-31, 102-43, 205-1, 412-1, 412-2, 414-1, 414-2 23

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Good wages for good work: BP® pricing and wage policy. Pricing and wages – an area of tension. OUR CONTINUOUS IMPROVEMENT PROCESS: Like any company, we have an eco- nomic interest in offering our products at market prices. At the same time, we aspire to offer the employees who produce our garments an appropriate level of pay for their work. This means striking a balance and satisfying both interests. It’s important to have appreciative, respectful and trusting communica- tion with our partners in this process, because it is not BP® that pays employees their wages and salaries, but our manufacturing partners. Of course there is no single solution here. There are, however, various different approaches and ideas that we are developing together with the Fair Wear Foundation (FWF) and the Partnership for Sustainable Textiles to successively improve wages and salaries. »» Our approach includes linking our price negotiations to demonstrable wage increases. »» Thanks to its in-house sample sewing department, BP® has the requisite expertise to make each item of clothing. This allows the standard production time for a garment to be calculated and compared against the actual time taken in practice, forming the basis for pricing talks with manufacturing partners. »» BP® maintains an extensive database which records all the work stages involved in garment production. »» If necessary, BP® shares the tech- nical expertise required to help the manufacturers comply with the target processing time. »» We engage in ongoing dialogue with our manufacturing partners and regularly invite them to FWF supplier seminars. Thus, payment of a fair wage is a regular topic of discussion. TARGET WAGES: At VETRA®, our own company in Tunisia, we established a TARGET WAGE AGREEMENT in 2022. This agreement links the employ- ees’ wages to a set percentage above the minimum wage. This percentage was increased in the reporting year. »» We have been analysing the wage structure of our manufacturing part- ners since 2012. Using regular mon - itoring, we collect data on the wages in the individual departments, stat u- tory minimum wages, wages agreed upon through collective bargaining and living wages. Doing so requires continuous discussions between us, the management of the manufactur- ing partners and the employees in the production facilities. LIVING WAGES CLICK HERE FOR MORE INFORMATION ON THIS TOPIC. LIVING WAGES INFORMATION ON THE PARTNERSHIP FOR SUSTAINABLE TEXTILES WEBSITE. 102-9, 102-11, 102-21, 102-29, 102-31, 102-35, 102-36, 102-43, 414-2 24 Serine, sewing expert at our Vetra® site in Tunisia

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Not simply because of the Supply Chain Act: The right to complain. »» Our membership of the Fair Wear Foundation (FWF) means that the staff of our manufacturing partners have access to a well-established complaints management system. »» This also allows us to meet the requirements of the German Act on Corporate Due Diligence in Supply Chains. »» All employees can find informa- tion at their local site about how the complaints process works by reading displayed notices, attending training seminars and consulting the local teams in the 10 countries in which the FWF is active. »» No. of complaints at BP® since 2014: 25 »» No. of complaints at BP® in 2023: 2 »» Grounds for complaint can include discrimination, unfair dismissal or a violation of one of the other eight FWF principles (see page 18). »» We received complaints from the following countries: Tunisia and Pakistan HOW A COMPLAINT IS HANDLED Employee makes a complaint (anonymously if preferred) via the hotline or email. COMPLAINT FWF Upon receipt of a complaint, the FWF checks whether it is justified and if the company has breached one of the eight FWF principles. ONLINE The FWF publishes the complaint including status tracking on its website. + FWF The FWF helps BP® and the manufac- turing partner to find a solution. BIERBAUM- PROENEN Together with the manufac- turing partner, BP® seeks a solution and works in co- operation with the partner to deal with the complaint. Forwarding Finding a solution SOLUTION 102-9, 102-11, 102-15, 102-21, 102-29, 102-30, 102-31, 102-33, 102-34, 102-43, 406-1, 407-1, 408-1, 409-1, 414-2 25

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Every single complaint matters: The system is working. In order to identify risk situations and nip them in the bud, the Fair Wear Foundation offers “Workplace Education Programmes” on a variety of topics. We always try to ensure that these are scheduled for our manufacturing partners. In 2023 we carried out two WEPs at our own production facility Vetra®. Yet despite these WEPs, complaints do occasionally still arise. However, if a complaint is made, it shows that employees are actively using the system for its intended purpose. We then have the opportunity to uncover any shortcomings and enter into dialogue with the parties involved. This is the only way that the manufacturing companies can continue to develop and improve, and we are always on hand to give them the best possible support. FIND OUT MORE HERE. TUNISIA SITUATION INVOLVING AN APPRENTICE Complaint resolution Vetra’s management was already aware of both situations and had started dealing with the issues. In a meeting with management, the trade union, the two employees affected and other employees who witnessed the incidents, the entire situation was discussed and worked through. It was subsequently decided that the trainee could continue her trainee- ship and that the other employee could con tinue in their position without any sanction. Both complaints were resolved. June 2023 – Vetra Disagreement between an apprentice and the assembly line manager regarding working times and standards led to a tense situation in which both sides acted inappropriately. More information about this complaint can be found here. SITUATION INVOLVING AN EMPLOYEE June 2023 – Vetra This complaint was submitted at the same time as the one described above. An employee was directed to switch to an - other work station. When she refused, the supervisor raised their voice and the situ- ation escalated to a row. More information about this complaint can be found here. وأ كرجأ صوصخب ةلئسأ كيدل له لئاسملا نم ّيأ وأ كلمع تاعاس ؟ةيلاّتلا ىرخلأا Click to upload logo 4 لافطﻷا ليغشت ّمتي لا 3 لمعلا يف زييمت دجوي لا 2 ّقحلاو تايعمجلا نيوكت ةيّرح ةيعامتجلاا تاﺿوافملا يف 1 ةيّرحب لمعلا رايتخا ّمتي 8 لامعلا نيب ةينوناﻗ تاﻗلاع لمعلا برو 7 ةيّحصو ةنمآ لمع فورظ 6 ةلوقعم لمع تاعاس 5 روجﻸل ىندأ ّدح ﻊفد قئلالا لكشلاب كعم لماعتلا متي مل هنأ ىرت تنك اذإ وأ ىرخأ ةلئسأ كيدل اذ .ناكملإا دنع رشابملا كسيئر ىلإ ثّدحت . ةيلامع ةنجل تدجو نإ لاّمعلا لّثمم ىلإ ثّدحت .ةيمدخ ةسسؤم نم وأ كتباقن نم ةحيصّنلا ىلع لصحا Fair Wear »ريو راف« ةسّسؤمب لاصتلاا كنكمي ،لشفلاب تلاواحملا هذه تءاب اذإ ةلأسملا ّلح ىلع كدعاسنس ،ناكملإا دنعو .ةلأسملا يف يّرحتلاب موقنس ،ىوكش ميدقت يف تبغر ام اذإ .ةيحبر ريغ ةّلقتسم ةسّسؤم يه ”ريو راف“ .ةيبرعلا ةغّللاب مكتلئسأ نع ةباجلإاب انوفّظوم موقيس .ةحورطملا 98466412 2 3 1 www.fairwear.org Bạn có CÂU HỎI nào về lương, giờ làm việc hoặc bất kỳ vấn đề nào khác không? C l i c k t o u p l o a d l o g o PAKISTAN 2 1 v i ệ c l à s ự c h ọ n l à m l ự a t ự d o 5 4 l ộ t k h ô n g đ ư ợ c b ó c đ ộ n g t r ẻ e m l a o 3 k h ô n g c ó b ấ t k ỳ s ự x ử n à o p h â n b i ệ t đ ố i l a o đ ộ n g t r o n g q u y ề n t ự d o t h ư ơ n g l ậ p h ộ i v à l ư ợ n g t ậ p t h ể 8 7 l à m v i ệ c a n đ i ề u k i ệ n t o à n v à đ ả m b ả o s ứ c k h ỏ e 6 l à m v i ệ c h ợ p l ý g i ờ l a o đ ộ n g q u a n h ệ c ó r à n g b u ộ c v ề m ặ t m ố i p h á p l ý OUTSTANDING PAYMENTS TO FORMER EMPLOYEES Complaint from 2022, the handling of which continued in 2023: This case was already described in BP®’s last Sustainability Report. Due to its complexity, the complaint is still being handled. Details on the incident can be found on the Fair Wear Foundation’s website. x ử đ ú n g : l ư ơ n g đ ủ s ố n g t r ả h o ặ c b ạ n c ả m t h ấ y k h ô n g đ ư ợ c đ ố i t h ể đ ư ợ c . N ế u b ạ n m u ố n b i ế t t h ê m t h ô n g t i n , n ế u c ó l ý c ủ a b ạ n , q u ả n d i ệ n c ô n g n h â n n ế u c ó . n g ư ờ i t ổ c h ứ c x ã h ộ i đ ạ i n g ư ờ i t ừ m ộ t r ợ g i ú p c ủ a c ô n g đ o à n h o ặ c l a o đ ộ n g . đ ộ n g v ề q u y ề n đ i ệ n t h ể g ọ i b ạ n c ó đ ị a p h ư ơ n g h o ạ t đ ư ợ c v ấ n đ ề , q u y ế t 6 7 H ã y n ó i H ã y n ó i t Y ê u c ầ u s ự t ạ i c h í n h p h ủ N ế u c á c c á c h n à y k h ô n g g i ả i c h u y ệ n v ớ i c h u y ệ n v ớ i 8 5 8 2 3 1 t ổ c h ứ c p h i r c h o F a i h o ặ c t h o ạ i W e a r : 0 9 8 9 9 c ủ a b ạ n b ằ n g c á c c â u h ỏ i s ẽ g i ú p b ạ n l ờ i t s ẽ t ô i t ô i c h ú n g N h â n v i ê n c ủ a c h ú n g t h ê m t h ể , ì m h i ể u N ế u c ó t t h ể r a v ụ v i ệ c . B ạ n c ó c ủ a b ạ n . t s ẽ đ i ề u n h u ậ n . l ợ i t ô i c h ú n g p h i l ậ p , l u ô n g i ữ b í t ổ c h ứ c đ ộ c , N ế u b ạ n m u ố n n ộ p đ ơ n k h i ế u n ạ i l u ô n l à m ộ t . o r g r w e a r W e a r v i e t n a m @ f a i r v ấ n đ ề m à b ạ n đ ã n ê u . : l . o r g e m a i f a i w w w . t ạ i t ô i c u ộ c g ọ i F a i r a . r w e a r w e b s i m ậ t r ả t e : r W e a r F a i Ti ế n g Vi ệ t q u y ế t g i ả i v ề c h ú n g Do you have QUESTIONS about your salary, working hours or any of these other issues? Click to upload logo 1 2 Employment is freely chosen Freedom of association and the right to collective bargaining 3 4 No discrimination in employment No exploitation of child labour 5 6 Payment of a living wage Reasonable hours of work 7 8 Safe and healthy working conditions A legally binding employment relationship If you want more information, or feel you have not been treated correctly: 1 2 3 Talk to your supervisor, if possible Talk to your representative if there is a worker committee Get advice from your union or from a charity If these don’t work, you can email Fair Wear: @ complaints@fairwear.org Fair Wear will always treat your complaint confidentially. If you wish to file a complaint, we will investigate the issue. If possible, we will help you to solve the issue you have raised. Fair Wear is an independent, nonprofit organisation. You can learn more at www.fairwear.org 102-4, 102-9, 102-21, 102-29, 102-30, 102-31, 102-33, 102-34, 102-43, 406-1, 407-1, 408-1, 409-1, 414-2 26

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Commitment and mutual support: Strong partnerships, global importance. BP® AND THE PARTNERSHIP FOR SUSTAINABLE TEXTILES: »» BP® has been a member of the Partnership for Sustainable Textiles since 2015. »» The Partnership is an initia- tive of the German Federal Minis- try for Economic Cooperation and Development. »» Its aim is to improve social and ecological conditions in global textile production, MORE INFO IS AVAILABLE HERE! Everything you need to know about the Partnership for Sustain- able Textiles is available here. »» to be achieved through individual responsibility, shared engagement and mutual support. STANDARD ORGANISATIONS: 7 NGOs: 14 FEDERAL GOVERNMENT: 1 »» Our membership is based on our comprehensive risk analysis. The results of this analysis can be viewed here. BUSINESSES: 83 ADVISORY MEMBERS: 12 TRADE UNIONS: 2 119 MEMBERS BP® AND FAIRTRADE In 2019, BP® joined forces with Fair- trade and other partners from the work clothing industry to launch the pilot project Supporting Fair- trade Cotton, the aim of which is to increase the percentage of fairly- traded cotton in the industry. Parti- cipants in the project – later known as the Fairtrade Sourced Cotton Model – commit to purchasing fixed amounts of fairly-traded cotton and to labelling this cotton with the Fairtrade label. These purchases are carried out according to the mass balance principle. This means that manufacturers purchase a specific quantity of Fairtrade cotton and are then allowed to label a set amount of garments with the white Support ing Fairtrade Cotton seal. Though the project received positive feedback from customers and was successful in increasing the use of Fairtrade cotton, it was discon- tinued by Fairtrade Deutschland. The reasons given for discontinuing the project included increased legal requirements and the need for a more holistic view of the textile supply chain. The last contracts will expire on 30 June 2024. A transi- tional period will apply to allow companies to finish processing all of the cotton purchased and fulfil any contracts already concluded with buyers but no new products with the hanging and stitched-on “Supporting Fairtrade Cotton” tag will be permitted on the market after this time. For sustainability reasons, textiles that have already been produced and had the label put on them may continue to be used until they are worn out. CLICK HERE TO FIND OUT MORE ON THE FAIRTRADE SOURCED COTTON MODEL. 102-9, 102-11, 102-12, 102-13, 102-15, 102-16, 102-21, 102-29, 102-31, 102-33, 102-34, 102-43, 406-1, 407-1, 408-1, 409-1 27 27 27

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Globally networked for close cooperation. SUSTAINABILITY THROUGH LONGEVITY Our network of materials suppliers and manufacturing partners has grown steadily over many years. These diver- sified connections have enabled us to maintain a very high level of supply capability, especially during the chal- lenges that arose in 2023. Click on a location on the interactive map for more information. BP® materials suppliers BP® manufacturing partners The interactive function of this map is only available when viewed online. 102-2, 102-4, 102-9, 102-29, 102-31, 102-43 29

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Long name, short answers: BP® and the German Act on Corporate Due Diligence in Supply Chains. The German Act on Corporate Due Diligence in Supply Chains sets the legal framework and the requirements for companies to manage their supply chains respons ibly and sustainably. The Act creates an obligation for companies to prevent human rights violations and to maintain environmental standards in the supply chain. HERE ARE THE MOST IMPORTANT FACTS ABOUT THE ACT: TO WHOM DOES THE GERMAN ACT ON CORPORATE DUE DILIGENCE IN SUPPLY CHAINS APPLY? The Act reinforces human rights and environmental protection. This includes: »» Protection from child labour, forced labour and discrimination, »» Occupational and health protection, »» The right to fair wages, »» The right to form unions, »» Protection against environmental violations. WHAT IS BP® DOING? »» Policy declaration BP® Code of Conduct (see page 7) »» Risk management and risk analysis Detailed risk analysis (see page 6) »» Preventative and corrective measures Basis is the results of the risk analysis Onboarding process/supplier selection (see page 7) Visits/audits/training (see pages 25-26) »» Complaint procedure Complaints mechanism of the Fair Wear Foundation (see pages 26-27) OUTLOOK: »» Digital supply chain transparency: We are currently looking for software that will support us in transparently visualising supply chains. Because we need transparency in order to iden- tify possible risks in our supply chain and to reduce them. 102-9, 102-11, 102-15, 102-21, 102-29, 102-31, 102-43, 102-44, 202, 203, 204 30

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice The best suppliers for our items: Worldwide sourcing. these processes in order to reduce emis sions. We also work closely to gether with our suppliers to ensure that they meet our high sustainability standards. These include supporting fair working conditions, environmental protec- tion and maintaining ethical busi- ness prac tices. In general, we see the complexity of our textile supply chain as an opportunity to initiate positive changes and to do our part in creating a sustainable clothing industry. COMPLEX LOGISTICS IN THE TEXTILE SUPPLY CHAIN The textile supply chain in the clothing industry is complex and multifaceted. Our supply chain is spread out over many countries and includes numerous partners – from procuring the raw materials to manufacturing the end products. This diversity allows us to develop innovative solutions and maintain partnerships based on shared values and goals. We are aware that logistic routes within our supply chain intrinsically come with additional challenges, par ticularly regarding the emissions they create. This is why we are actively measur- ing the emissions created by our transport and logistic processes and improving the efficiency of 102-4, 102-9, 102-15, 102-21, 102-29, 102-31, 102-43 31

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Ecologically sustainable business activities: BP® and the EU taxonomy. The EU taxonomy is a key component of the drive for sustainable development. Introduced by the European Commission as part of the European Green Deal, the EU taxonomy creates the framework for defining, classifying and compar- ing ecologically sustainable economic activities WHAT IS THE EU TAXONOMY FOR? »» Climate goals and environmental protection: The EU has set itself lofty climate goals, one of which is reducing net emissions from greenhouse gases to zero by 2050. The EU taxonomy is a key tool in ensuring that business activities comply with environmental protection goals and support the tran- sition to a low-carbon economy. The business activities should contribute to one of the following six environmental objectives: climate change mitigation, climate change adaptation, sustainable use and protection of water and marine resources, transition to a circular economy, pollution prevention and con- trol, and protection and restoration of biodiversity and ecosystems. »» Capital control for sustainable investments: The EU taxonomy serves as a guide for investors and companies, helping to direct capital towards appro- priate projects. Defining clear criteria for ecological sustainability will support the financing of this type of business activity. »» Transparency and comparability: The EU taxonomy promotes transparency and comparability in business reporting. Thanks to a standardised classification system, stakeholders can better under- stand and compare companies’ actions and investments. TO WHOM DOES THE EU TAXONOMY APPLY? The EU taxonomy mainly concentrates on specific sectors that are considered particularly relevant to environmen- tal objectives. It focuses on economic sectors that make a significant contri- bution to the creation of CO2 emissions in the European Union. Currently, the primary sectors to which the EU tax - onomy applies include: »» Energy: This sector includes renew- able energies, such as wind energy, solar energy, hydroelectric power, geothermal power and biomass. It aims to reduce dependency on fossil fuels and promote the transition to sustainable energy. »» Transport: The transport sector in particular is a focus area due to the emissions it creates and its effect on the environment. The focus here is on The reporting obligation now also applies to companies that fall under the Corporate Sustainability Reporting Directive (CSRD). These include, in particular, listed companies with over 500 employees, large credit institu- tions as well as insurance undertakings with a yearly average of more than 500 employees. Mandatory reporting will gradually be extended to include nearly all non-SMEs. After a transi- tional period, the scope will include all companies that fulfil two of the three following criteria for two successive years: »» Average number of employees in excess of 250 »» Balance sheet total of more than 25 million euros »» Net turnover in excess of 50 million euros (threshold level change) electric vehicles, sustainable mobility and innovative technologies to reduce emissions. »» Industry: This sector aims to make industrial processes more environmen- tally friendly. The related measures include introducing circular economy practices, reducing waste and increas- ing energy efficiency. »» Construction: The construction sector is being reviewed for ecological construction standards and energy- efficient building methods in order to minimise the environmental impacts of buildings. »» Agriculture: The EU taxonomy is focussed on sustainable practices that promote the protection of the soil, water and resources, reduce emissions and preserve biodiversity. »» Information and communication technology (ICT): The EU taxonomy in this sector is focussed on green technologies, energy efficiency in data centres and other ICT infrastructures as well as the use of technologies to reduce emissions in other sectors. It is important to note that we are only reporting here based on the EU tax- onomy. Although we are not currently obliged to report, we are already working on the requirements and are therefore reporting selected extracts. 102-21, 102-29, 102-31, 102-43 32 32

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Taxonomy-eligible economic activities: Our sustainable investments. CapEx/OpEx PERCENTAGE OF GOODS AND SERVICES THAT ARE CONNECTED TO TAXONOMY-ELIGIBLE BUSINESS ACTIVITIES DISCLOSURES FOR THE YEAR 2023 This table shows our economic activities based on the reporting formats required by the EU taxonomy. Firstly, we have shown the economic activities that contribute to the environmental objectives of climate change mitigation and climate change adaptation. It should be noted that this table is a simplified version and does not comply with the report- ing format. TURNOVER: »» Sales revenues generated from products or services that are connected to taxonomy-eligible economic activities CAP EX: »» Capital expenditure related to assets or processes that are connected to taxonomy- eligible economic activities OP EX: »» Operating expenditure related to assets or processes that are connected to taxonomy-eli- gible economic activities CapEx CapEx in € millions Business activities A. Taxonomy-eligible activities A.1 Ecologically sustainable activities Percentage of total CapEx Climate change mitigation Climate change adaptation in % in % in % A.7.3 Installation, maintenance and repair of energy-efficient equipment (CapEx) 1,878.00 A.8.1 Data processing, hosting and related activities (OpEx) A.2 Taxonomy-eligible, but not ecologi - c ally sustainable activities (non-taxonomy-aligned activities) – 1.23 0.00 100 Criteria for a material contribution OpEx Criteria for a material contribution OpEx in € millions 222,092.01 – Percentage of total OpEx Climate change mitigation Climate change adaptation in % in % in % 100 0.43 0.00 B. Non-taxonomy-eligible activities 151,136.00 98.77 51,296,467.99 99.57 Total (A + B) 153,014.00 51.518.560,00 102-2, 102-21, 102-29, 102-31, 102-43 33

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice Together. Sustainable. Successful: The BP® Sustainability Forum 2024. Acrobatics meets dance: the interlude BP® EINVITATION TO SUSTAINABILITY DISCUSSION Planned back in 2023, the first BP® Sustainability Forum was held in March 2024 with the motto “Together. Sustainable. Successful.” It provided a platform for numerous discus- sions and talks as well as industry dialogue. The forum was attended by around 100 guests, who listened to high-calibre speakers present on such topics as supply-chain legislation, compliance, climate change , greenwashing and circularity. The fringe events programme incorporated acrobatic dance interludes, regional finger foods from Cologne and delicious cocktails. We plan on organising this forum on a regular basis so that our customers and partners always have a fixed date in their calendar to discuss sustainability. Karsten Schwanke, meteorologist and moderator Expert panel Catering at the event was a particular highlight too More than 100 guests from the sector 102-9, 102-21, 102-29, 102-31, 102-43 34

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice QUICK-START GUIDE TO SUSTAINABILITY AUDIT An audit systematically evaluates whether a process or an activity complies with the previ- ously deﬁned requirements and standards. FWF Fair Wear Foundation. The multi-stakeholder initiative aims to improve working conditions in the clothing industry. For more information, see page 18. MRSL Manufacturing Restricted Substances List. This is a list of chemicals, the use of which in production processes is either restricted to speciﬁed levels or completely prohibited. CO2e Carbon dioxide equivalent (CO2e) is a unit of measurement used to determine the effect of various greenhouse gases (GHG) on the climate. These effects can be made comparable by converting different types of emissions into the equivalent amount of carbon dioxide (CO2). CSRD Corporate Sustainability Reporting Directive. This is a new EU directive under which companies are required to report on sustain- ability topics according to ESG criteria. ESG Environmental, Social and Governance. These criteria are used to evaluate a company’s actions in relation to environmental and social issues, as well as responsible corporate governance. HRDD Human Rights Due Diligence. This term refers to the human rights due diligence that a company is required to apply along its supply chain. The identiﬁcation of risk plays an important role in this process. ILO International Labour Organisation. The Inter- national Labour Organisation is a social justice organisation of the United Nations with 187 member states. German Act on Corporate Due Diligence in Supply Chains This is the legal instrument that transfers the human rights due diligence (HRDD) of companies to German law. NOS Never Out of Stock. NOS items are items that are always in stock and are long-term com - ponents of the company’s product selection. OECD Organisation for Economic Co-operation and Development. This organisation is comprised of 38 member states. It develops international standards and sets the social, economic and ecological agenda. GRI NUMBERS GRI number Chapter ....................................................................................... Page GRI number Chapter ....................................................................................... Page 102-1 102-2 102-3 102-4 102-5 102-6 102-7 102-8 102-9 102-11 102-12 102-13 102-14 102-15 102-16 102-17 102-21 102-25 102-29 102-30 102-31 102-33 102-34 102-35 102-36 102-42 102-43 102-44 102-47 102-50 102-51 102-52 102-53 102-54 102-55 102-56 103 Name of the organisation .................................................................................2, 8 Activities, brands, products and services ..........................7, 8, 11, 14, 16, 29, 33 Location of headquarters ...................................................................................... 8 Location of operations ................................................................19-23, 26, 29, 31 Ownership and legal form ..................................................................................36 Markets served....................................................................................................30 Scale of the organisation ...................................................................................... 8 Information on employees and other workers .................................................... 8 Supply chain .....................................................5-7, 11, 14, 16, 18-27, 29-31, 34 Precautionary principle or approach .................... 5-7, 13-14, 16, 18, 25, 27, 30 External initiatives ............................................................................13-14, 18, 27 Membership of associations .............................................................13-14, 18, 27 Statement from senior decision-maker ............................................................... 2 Key impacts, risks, and opportunities ................................. 2, 5-7, 11, 13-14, 16, .....................................................................................................18, 24-25, 27, 30 Values, principles, standards and norms of behaviour ....................2, 5-7, 18, 27 Mechanisms for advice and concerns about ethics .........................................6, 7 Consulting stakeholders on economic, environmental, ........... 2, 4-7, 11, 13-14, and social topics .......................................................................... 16, 18-27, 30-34 Conﬂicts of interest ............................................................................................... 5 Identifying and managing economic, environmental and social impacts .....2-35 Effectiveness of risk management processes ........................... 6-7, 18-23, 25-26 Review of economic, environmental and social topics ..................................2-35 Communicating critical concerns .................................................................. 25-27 Nature and total number of critical concerns .............................................. 25-27 Wage policies ......................................................................................................24 Process for determining remuneration ..............................................................24 Identifying and selecting stakeholders .............................................................5-7 Approach to stakeholder engagement ...........................................................2-35 Key topics and concerns raised .............................................................. 2, 5-6, 30 List of material topics ........................................................................................3,5 Reporting period .............................................................................................2, 36 Date of most recent report .................................................................................36 Reporting cycle ...................................................................................................36 Contact point for questions regarding the report ................................................ 4 Claims of reporting in accordance with the GRI standards .........................35, 36 GRI content index ................................................................................................35 External assurance ..............................................................................................36 Management approach ......................................................................................... 2 202 203 204 205 205-1 301-2 301-3 302-1 302-4 302-5 303-1 303-5 305 306-2 308-1 308-2 403-5 403-6 405-1 406-1 407-1 408-1 409-1 412-1 412-2 414-1 414-2 416-1 Market presence .................................................................................................30 Indirect economic impacts ..................................................................................30 Sourcing practices ...............................................................................................30 Fight against corruption ........................................................................................ 7 Operations that have been checked for corruption risks ........................ 6, 19-23 Recycled input materials used............................................................................16 Reclaimed products and their packaging materials ..........................................16 Energy consumption within the organisation ...............................................11,13 Reduction of energy consumption ........................................................ 11, 13, 14 Reduction in energy requirements of products and services ............... 11, 13, 14 Interactions with water as a shared resource ....................................................13 Water consumption .............................................................................................13 Emissions ................................................................................................. 11, 13-14 Management of signiﬁcant waste-related impacts ...........................................13 New suppliers that were screened using environmental criteria .......................................................................................6-7 Negative environmental impacts in the supply chain and actions taken .........................................................................6, 11, 13-14, 16 Worker training on occupational health and safety ............................................ 8 Promotion of worker health ................................................................................. 8 Diversity of governance bodies and employees .................................................. 8 Incidents of discrimination and corrective actions taken ...........................................................6-7, 18, 25-27 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk ................6-7, 18, 25-27 Operations and suppliers at signiﬁcant risk for incidents of child labor ...............................................................6-7, 18, 25-27 Operations and suppliers at signiﬁcant risk for incidents of forced or compulsory labor ....................................6-7, 18, 25-27 Operations that have been subject to human rights reviews or impact assessments ..........................................................................6-7, 19-23 Employee training on human rights policies and procedures ..................... 19-23 New suppliers that were screened using social criteria .......................... 7, 19-23 Negative social impacts in the supply chain and actions taken ............. 7, 19-26 Assessment of the health and safety impacts of product and service categories .......................................................................................... 5 102-29, 102-31, 102-43, 102-54, 102-55 35

Preface Table of contents Customer questions Where do we come from? BP® in facts Sustainability strategy Climate protection Circular economy Social Supply chain EU taxonomy Customer forum GRI standards Legal notice REPORTING CYCLE The sustainability report is published annually. This is the seventh edition. REPORTING IN COMPLIANCE WITH GRI STANDARDS This report has been prepared in accordance with the Global Reporting Initiative (GRI) guide- lines. It is based on the GRI Content Index and provides information about core indicators. EXTERNAL REVIEW OF THE REPORT This report has not been externally reviewed. CLOSING REMARK In the interests of sustainability, this report is only available digitally. Bierbaum-Proenen GmbH & Co. KG Domstr. 55-73 (im carré domstrasse) 50668 Köln Germany Tel.: +49 221 16 56 0 Fax: +49 221 16 56 170 E-mail: info@bp-online.com 102-5, 102-50, 102-51, 102-52, 102-54, 102-56 36