The stakeholder engagement is structured around various interest areas and engagement channels. For example, Employees are engaged through internal communication, personal communication, continuing education and development programs, employee surveys, and requirements, directives, Code of Conduct. Clients are engaged through project communication and trade shows. Each stakeholder group has specific engagement channels tailored to their interests.

The purpose of stakeholder engagement activities is to constructively address the various demands of stakeholders and take these into account in the company's work. The aim is to systematically track and give strategic consideration to major requirements and expectations in processes, regularly engaging with stakeholders and inviting them to contribute actively in various ways.

In line with the legislation on due diligence, the perspectives and needs of stakeholders are incorporated into the sustainability strategy using a stakeholder representation model. This ensures that the perspectives of stakeholders are considered in identifying and assessing potential impacts, risks, and opportunities of business activities. The integration of stakeholder interests into business and sustainability strategy is achieved by incorporating them into corporate decision-making processes, ensuring that material impacts, risks, and opportunities inform strategy and decision making.

The undertaking incorporates the perspectives and needs of stakeholders into its sustainability strategy through a stakeholder representation model. This approach ensures that the perspectives of stakeholders are considered in identifying and assessing potential impacts, risks, and opportunities of business activities. The integration of stakeholder interests into business and sustainability strategy is achieved by incorporating them into corporate decision-making processes, ensuring that material impacts, risks, and opportunities inform strategy and decision making.

The material IROs confirm and reinforce HOCHTIEF’s strategic priorities. The strategy was already geared to promoting sustainable construction and infrastructure projects, integrating high environmental and social standards, and developing innovative solutions to construction challenges. The results of the materiality assessment underscore the urgency and relevance of these issues to the business model, value chain, and decision-making processes, prompting efforts to integrate ESG criteria more closely into procurement strategies.

By regularly adapting the strategy to the material IROs, the company operates successfully in a sustainability-oriented market environment. The focus is on climate-friendly construction practices, resource-efficient technologies, and digital innovations to maximize opportunities and address sustainability risks. The strategy includes offering specific training aligned with business activities, including environmental training and further training for technical professions.

The company plans to focus on and develop material IROs identified, prioritizing the interests of employees, including a safe and healthy working environment, gender equality, and further training. The professional skills of employees are adapted to the changing needs of the sustainability-oriented Group, offering specific training aligned with business activities, including environmental training and further training for technical professions.

The integration of stakeholder interests into business and sustainability strategy is expected to result in a further strengthening of relationships with stakeholders, as their interests are taken into account more systematically in day-to-day business. This ensures that material impacts, risks, and opportunities inform strategy and decision making.

The administrative, management, and supervisory bodies are informed about the views and interests of stakeholders affected with regard to sustainability topics as part of the regular provision of sustainability information by the Chief Sustainability Officer.

Our double materiality assessment identified material impacts, risks, and opportunities (IROs) at Group level and across our entire business activities. Some of the IROs identified cover all stages of the value chain, from upstream procurement of construction materials to the company’s own operations and downstream activities. The material IROs confirm and reinforce HOCHTIEF’s strategic priorities. Even before carrying out the double materiality assessment, our strategy was already geared to promoting sustainable construction and infrastructure projects wherever possible, integrating high environmental and social standards ever more closely into our daily work, and developing innovative solutions to construction challenges.