Table of contents
Our Sustainability Strategy
DMA Matrix
At Schréder, sustainability is embedded in our mission and guided by our values. When designing and developing smart, sustainable outdoor lighting solutions, we integrate environmental, social and governance priorities into our innovations, operations and partnerships. By collaborating across teams and with our customers, we enhance our positive impact and reinforce our competitiveness, resilience and ability to create long-term value in a rapidly evolving market.
ENVIRONMENT
SOCIAL
GOVERNANCE
Impact Material
Double Material
Biodiversity protection
Climate change
Diversity & Equity within our company
Circular economy - waste
Corruption & bribery
Training and skill development of our employees
Working conditions within our company
Workers in the value chain
No Material
Financial Material
Health & Safety of our customers
Diversity & Equity in our value chain
Circular economy - material consumption
Training & skill development in our value chain
Gonzalo Escribano Group Sustainability Director
Financial materiality
Materiality Assessment In 2024, we began preparing for the Corporate Sustainability Reporting Directive (CSRD) by undertaking key actions, including a Double Materiality Assessment (DMA), a gap analysis and a review of the EU Taxonomy. This was our first company-wide DMA and confirmed that our core ESG topics remain largely consistent with those identified in 2019. However, the updated methodology and the inclusion of a value chain analysis helped identify additional impacts and provided clearer insights into potential financial risks and opportunities. Value Chain Mapping As part of our DMA, we conducted a cross- functional workshop with representatives from Operations, Legal, Finance, People & Culture, and Sales to map our value chain.
Participants identified the key activities, actors and locations across our upstream, own operations and downstream value chain, enabling us to determine where ESG impacts, risks and opportunities may arise. This mapping also allowed us to link the different stages of the value chain to the ESG topics assessed. Of the 90 ESG sub-topics reviewed, 61 were identified as directly connected to our value chain and were therefore selected for further analysis. Impact, Risk and Opportunity (IRO) Assessment In the second step of our DMA process, we analysed the 61 ESG topics identified during the value chain mapping through a series of individual interviews. Each topic was assessed from either an impact materiality perspective (how Schréder affects the ESG topic) or a financial materiality perspective (how the ESG topic may create risks or opportunities for Schréder).
A 1–3 scoring scale was used to evaluate the scale, scope and likelihood of impacts, as well as the scale and likelihood of financial relevance. A materiality threshold of 6 was applied. Following this assessment, the topics were refined and consolidated, resulting in 12 ESG topics being mapped onto our DMA matrix, nine of which were identified as material. Stakeholder Review and Engagement As a final step, we engaged key stakeholder groups, including customers, suppliers, employees and the Senior Executive Team (SET) to validate the results of our DMA. We conducted a survey among both internal and external stakeholders, presenting each material topic with a short description and asking respondents to confirm whether they agreed with its relevance. In addition, we held dedicated sessions with the SET and the Board to present the matrix, share key insights, and obtain formal approval.
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