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Eczacibasi Building Products SUSTAINABILITY REPORT (2021) - page 7

ABOUT

WE CARE FOR NATURE

WE DESIGN WITH PURPOSE

WE WORK FOR A BETTER FUTURE

WE THRIVE FOR CULTURAL & INSTITUTIONAL PROGRESS

APPENDIX

Planet

Climate Change

Theme

Core Metrics and Disclosures

Descriptions

References

Greenhouse gas (GHG) emissions

For all relevant greenhouse gasses (e.g. carbon dioxide,

methane, nitrous oxide, F-gasses etc.), report in metric tonnes

of carbon dioxide equivalent (tCO2e) GHG Protocol Scope

1 and Scope 2

Estimate and report material upstream and downstream

(GHG Protocol Scope 3) emissions where appropriate

Access To Energy (p.31-35),

Environmental Performance

Indicators

Climate Risk Management (p.34)

Nature Loss

Freshwater availability

Land use and ecological sensivity

Water consumption and withdrawal in

water-stressed areas

TCFD Implementation

Fully implement the recommendations of the Task

Force on Climate-related Financial Disclosures (TCFD). If

necessary, disclose a timeline of at most three years for full

implementation. Disclose whether you have set, or have

committed to set, GHG emissions targets that are in line with

the goals of the Paris Agreement – to limit global warming to

well below 2°C above pre-industrial levels and pursue efforts

to limit warming to 1.5°C – and to achieve net-zero emissions

before 2050.

Report the number and area (in hectares) of sites owned,

leased or managed in or adjacent to protected areas and/or

key biodiversity areas (KBA).

Report for operations where material: megalitres of

water withdrawn, megalitres of water consumed and the

percentage of each in regions with high or extremely high

baseline water stress, according to the WRI Aqueduct water

risk atlas tool.

Estimate and report the same information for the full value

chain (upstream and downstream) where appropriate

As EYAP we do not have an operational

center located in protected areas,

especially RAMSAR areas.

Water Consumption (p.26)

Environmental Performance Indicators

Appendix

- WEF - Stakeholder Capitalism Metrics

ABOUT

WE CARE FOR NATURE

WE DESIGN WITH PURPOSE

WE WORK FOR A BETTER FUTURE

WE THRIVE FOR CULTURAL & INSTITUTIONAL PROGRESS

APPENDIX

Appendix

7 -

WEF - Stakeholder Capitalism Metrics

People

Dignity and equality

Theme

Core Metrics and Disclosures

Descriptions

References

Diversity and Inclusion

Percentage of employees per employee category, by age

group, gender and other indicators of diversity (e.g. ethnicity).

Inclusion & Diversity & Equal

Opportunity (P.61-70)

Health and well-being

Skills of the Future

Wage Level (%)

Risk for incidents of child, forced or

compulsory labor

Pay Equality

Ratio of the basic salary and remuneration for each employee

category by significant locations of operation for priority

areas of equality: women to men, minor to major ethnic

groups, and other relevant equality areas.

An explanation of the operations and suppliers considered

to have significant risk for incidents of child labour, forced or

compulsory labor. Such risks could emerge in relation to:

a) type of operation (such as manufacturing plant) and type

of supplier; and

b) countries or geographic areas with operations and suppliers

considered at risk.
The number and rate of fatalities as a result of work-related

injury; high-consequence work-related injuries (excluding

fatalities); recordable work-related injuries; main types

of work-related injury; and the number of hours worked.

An explanation of how the organization facilitates workers’

access to non-occupational medical and healthcare services,

and the scope of access provided for employees and workers.

Inclusion & Diversity & Equal

Opportunity (P.61-70)

Occupational Health And Safety

(P.70-72)

/ Environmental Performance Indicators

Inclusion & Diversity & Equal

Opportunity (P.61-70)

Ratios of standard entry level wage by gender compared to

local minimum wage.

Inclusion & Diversity & Equal

Opportunity (P.61-70)

Health and Safety

Training Provided

Average hours of training per person that the

organization’s employees have undertaken during

the reporting period, by gender and employee

category (total number of hours of training provided

to employees divided by the number of employees).

Average training and development expenditure per full

time employee (total cost of training provided to employees

divided by the number of employees)

Talent Management (P.66)

Social Performance Indicators

100

ABOUT

WE CARE FOR NATURE

WE DESIGN WITH PURPOSE

WE WORK FOR A BETTER FUTURE

WE THRIVE FOR CULTURAL & INSTITUTIONAL PROGRESS

APPENDIX

Appendix

7 -

WEF - Stakeholder Capitalism Metrics

Properity

Employement and wealth

generation

Theme

Core Metrics and Disclosures

Descriptions

References

Absolute number and rate of

employment

1. Total number and rate of new employee

hires during the reporting period, by age group,

gender, other indicators of diversity and region.

2. Total number and rate of employee turnover during the

reporting period, by age group, gender, other indicators of

diversity and region.

Social Performance Indicators

Employement and wealth

generation

Economic contribution

1. Direct economic value generated and distributed (EVG&D),

on an accruals basis, covering the basic components for the

organization’s global operations, ideally split out by:

– Revenues

– Operating costs

– Employee wages and benefits

– Payments to providers of capital

– Payments to government

– Community investment

2. Financial assistance received from the government: total

monetary value of financial assistance received by the

organization from any government during the reporting period.

While a total revenue of 421,2 million euro

was generated in the reporting period, 130,1

million euro operating costs, 96,8 million

euro employee wages and benefits and 11,2

million euro intereset expense were made

The company received financial assitance for

its employess regarding covid restrictions

101

ABOUT

WE CARE FOR NATURE

WE DESIGN WITH PURPOSE

WE WORK FOR A BETTER FUTURE

WE THRIVE FOR CULTURAL & INSTITUTIONAL PROGRESS

APPENDIX

Appendix

7 -

WEF - Stakeholder Capitalism Metrics

Properity

Innovation of better

products and services

Theme

Core Metrics and Disclosures

Descriptions

References

Total R&D expenses

Total costs related to research and development.

Social Performance Indicators

Community and social

vitality

Total tax paid

The total global tax borne by the company, including

corporate income taxes, property taxes, non-creditable

VAT and other sales taxes, employer-paid payroll taxes,

and other taxes that constitute costs to the company, by

category of taxes.

During the reporting period, 7.367.316 euro

of corporate tax, 18.759.071 euro of payroll

tax and 1.035.034 euro of various other

categories of tax has been paid which made

27.161.421 as total

102

ABOUT

WE CARE FOR NATURE

WE DESIGN WITH PURPOSE

WE WORK FOR A BETTER FUTURE

WE THRIVE FOR CULTURAL & INSTITUTIONAL PROGRESS

APPENDIX

Appendix 8

Appendix VI: Group Sustainability Structure

The Eczacıbaşı Group is a group of companies consisting of Eczacıbaşı Holding and subsidiaries under Eczacıbaşı
Holding's management. The main purpose of Eczacıbaşı Holding is to determine the business strategy and short-

mid-long-term goals of the Group and to support activities of Group companies in line with these goals. With the

synergy created, Group resources are directed to the most accurate investment fields.

Eczacıbaşı Holding's Board of Directors consists of six full members, one female and five male. The Board of

Directors conducts its duties through sub-committees established for Investment, Risk, Audit and Governance,

Talent and Remuneration, and ESG (Environmental, Social, Governance).

Established at the level of the Board of Directors, the ESG Committee ensures the effectiveness of the
sustainability management policies, strategies, governance bodies and management tools throughout the Group
and carries out tasks such as assessing the validity of strategic priorities and making recommendations on
environmental, social and governance issues. During the reporting period, the ESG Committee initiated its work
in full capacity, meeting at least once every quarter before the Board of Directors meetings.
The Chairman and Group CEO functions are carried out by separate individuals. In addition to the Group CEO, the
Chairman of the Audit Board also reports directly to the Board of Directors. Group senior management consists
of senior executives and function managers of companies reporting directly to the Group CEO.

The Board of Directors is responsible for making strategic decisions on sustainability management, just as it
does for all other strategic decisions. At the senior management level, sustainability management is represented
by the Sustainability Directorate which performs under Sustainability, Corporate and Government Affairs
Coordinator who reports directly to the Group CEO.

The Eczacıbaşı Group Sustainability Executive Board, which is planned to be initiated in 2022, is the strategic
decision-making body formed with the participation of Eczacıbaşı Holding's executives working in related fields

and the top executives of the Group institutions, and is accountable to the Group CEO, ESG Committee and
the Board of Directors. The main purpose of the Board is to strategically manage sustainability issues covering
environmental, social and governance areas across the Group.

The organs of the Group's sustainability management organization for field studies are the Sustainability
Working Groups established under the Eczacıbaşı Group Sustainability Coordination Committee. Eczacıbaşı

Sustainability Working Groups, which were established to transform the Group's sustainability strategies into
targets and action plans, to monitor practices regarding Group’s strategies, policies and goals as well as making
recommendations by following global agenda. Sustainability Working Groups are formed on the basis of priority
issues determined by the Group Sustainability Coordination Committee, with the participation of the managers
of Group Companies responsible for these issues. Working Groups are formed on the basis of sub-topics and

projects so that committees work efficiently. The Group Sustainability Coordination Committee, which consists
of Sustainability Working Group Leaders, monitors the performance obtained in the field studies and reports to

the Group Sustainability Executive Board.

In addition, there are also Sustainability Committees within Group organizations. Organization Sustainability
Committee Leaders report to the Group Sustainability Executive Board and the Group Sustainability Coordination
Committee. Organizations can differentiate their sustainability governance according to their needs.

At quarterly held CEO Meetings, outcomes achieved and progress status are shared with all employees and all
their questions are addressed. Furthermore, the sustainability performance of every Group company is reviewed
and evaluated with relevant senior managers every quarter and presented to the Board of Directors. At the end
of each year, the Group's sustainability performance is shared with all employees during a Group-wide, end- year
performance review.

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