GN has taken several actions in response to potential negative impacts on a case-by-case basis. Depending on the nature of the impact, actions are determined based on international and local standards and regulations, internal policies, and input from employee engagement processes. GN ensures adequate resource allocation for addressing each material impact with clearly defined roles and responsibilities. Execution of actions is anchored in GN’s existing governance structures, which defines roles and responsibilities, and ensures sufficient resource allocation. To evaluate effectiveness of actions implemented, GN conducts assessment and collects the necessary data for analysis. The results are reviewed by senior management to identify areas that require attention, allowing for necessary amendments to be made where needed. For longer term initiatives, GN performs continuous assessments to address any emerging issues promptly.

We cannot accurately link the majority of these potential impacts to GN’s activities because they occur in industries that are at tier 2 or beyond supplier level in our upstream value chain. We directly or indirectly have business relations with a very large number of sub-suppliers, in a part of our value chain where we have limited visibility and no direct supplier relationships to leverage an assessment of potential social impacts. For this reason, it is also not possible for these impacts to identify very specific (groups of) people or geographies where GN’s activities lead to impacts. Workers we consider to be at high risk of impact and therefore in scope for this assessment include: Agency workers working on GN sites in countries with weak worker protection controls (this covers agency workers at our manufacturing site in Malaysia), Blue-collar workers working for upstream entities involved in mining, plastic, aluminum and paper production, and electronics manufacturing, Blue-collar workers working for downstream entities involved in freight and distribution, and electronic waste processing.