to develop a clear understanding of both direct supplier practices and, where feasible, upstream supply chain risks.
In addition, we will implement a process of annual reassessment of supplier risk. This will allow us to track changes over time, compare results year-on-year, and identify trends or emerging risks, ensuring that our due diligence approach remains dynamic and responsive. Suppliers identified as higher risk will continue to be prioritised for follow-up, with progress monitored against previous assessments to evaluate improvement or escalation where necessary.
Based on this analysis and our overall due diligence efforts, Kverneland AS/Kverneland Group will prioritise the actions as detailed below.
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1. Increase completion rates of supplier self-assessments to address data gaps Kverneland AS/Kverneland Group will continue to prioritise increasing supplier participation in the Labour & Human Rights self-assessment process. While engagement improved significantly in 2025, a substantial portion of suppliers has not yet completed the assessment, limiting overall visibility. Efforts will focus on earlier engagement in the procurement process, clearer communication of expectations, and structured follow-up with non-responsive suppliers to ensure more comprehensive data coverage. 2. Strengthening requirements for supplier human rights policies and documentation Based on the findings from both the self-assessments and risk analysis, Kverneland AS/Kverneland Group will strengthen its expectations regarding supplier human rights policies. This includes requiring suppliers to establish and maintain formalised policies that adequately address key areas such as labour rights, working conditions, and grievance mechanisms. Additional guidance will be provided to support suppliers in aligning with internationally recognised standards and the requirements of the Norwegian Transparency Act. 3. Prioritise medium and high-risk suppliers for follow-up and engagement Kverneland AS/Kverneland Group will adopt a more targeted approach to supplier engagement by prioritising those classified as medium and high risk. These suppliers will be subject to enhanced follow-up, including additional information requests and clarification of risk indicators. This approach ensures that due diligence efforts are focused where the potential risk exposure is highest. 4. Integrate risk analysis results more directly into procurement and supplier evaluation processes To strengthen the link between due diligence and business decision-making, Kverneland AS/ Kverneland Group will further integrate risk analysis outputs into procurement processes. This includes incorporating risk indicators into supplier selection, evaluation, and performance reviews, as well as equipping procurement teams with the tools and training needed to interpret and act on ESG- related data in their daily operations. 5. Continue improving data quality to enable more robust and reliable risk assessments over time Recognising that data availability and quality remain key limitations, Kverneland AS/Kverneland Group will continue to enhance its data collection and validation processes. This includes improving the accuracy and completeness of supplier-provided information, leveraging digital tools such as Prewave more effectively, and establishing clearer internal processes for maintaining and reviewing risk data. Improved data quality will support more reliable and actionable risk assessments going forward.
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