Question: Ms. Wagenknecht, what responsibility does hospital procurement bear when it comes to respecting human rights along the supply chain?

Imke Wagenknecht: As procurement, we bear a significant responsibility – not only for ensuring the supply security of our hospitals, but also for the conditions under which the products we purchase are manufactured. This includes, for example, single-use medical products, pharmaceuticals obtained through our pharmacies, and food for our patients. In these and many other supply chains, we have already achieved a great deal. However, going forward, we must work even more closely with our specialist departments to increase transparency and continuously improve our efforts to meet our human rights responsibilities.

Question: How do you intend to create this transparency?

Imke Wagenknecht: A central element is the contractual commitment of our suppliers to uphold ethical, social, environmental, and human rights standards. Since 2022, these commitments have been integrated into our Supplier Code of Conduct, which sets out binding obligations. In 2023, we furthermore introduced a human rights and environmental clause for suppliers at increased risk of human rights or environmental breaches. This creates a clear framework of expectations and forms the basis for responsible cooperation.

In addition, we conduct an annual human rights risk analysis of our supply chain. Based on this, we send out topic-specific supplier self-assessments to obtain a solid understanding of processes, potential gaps, and the associated risks along our supply chain. Our approach is always risk-based. That means we allocate our resources strategically, focusing especially on areas, suppliers, or countries where the likelihood or potential impact of human rights violations are greatest.

At the same time, we also respond to ad hoc risks: for example, media reports and external studies have pointed out human rights risks in the production of single-use medical gloves. As we use around 150 million gloves annually, we have carried out a focused risk analysis in this area and sought active dialogue with our key glove suppliers. Such ad-hoc analyses enable us to take targeted action.

Question: What opportunities arise for procurement and the hospital as a whole when human rights are actively considered and respected?

Imke Wagenknecht: Considering human rights along the supply chain is an investment in the company’s long-term viability. For Helios, this specifically means: we gain resilience, develop a deeper understanding of our upstream supply chains, manage risks more effectively, and work with partners who share our values. For the hospital as a whole, this commitment not only strengthens legal compliance but also builds trust among patients, employees, and the public. At the same time, human rights responsibility becomes an integral part of sustainable hospital operations.

Question: Mr. Schleifenecker, how does Helios Germany integrate human rights standards into everyday hospital operations? And how do you ensure that these standards are upheld by all employees and partners within the hospital network?

Tim Schleifenecker: At Helios Germany, human rights standards are firmly embedded in day-to-day hospital operations. We achieve this by incorporating human rights considerations into all of our binding policies. Regular training and awareness-raising initiatives complement this system and form an integral part of our efforts to promote the topic. In addition, we work closely with our partners in hospital operations and actively involve them in our requirements. Compliance with these standards is continuously monitored through internal reviews and control mechanisms to ensure that our expectations are met.

Question: As Head of Corporate Governance, you are responsible for both the Internal Control System (ICS) and the topic of human rights, as well as other governance areas. What synergies arise from this?

Tim Schleifenecker: Our human rights program and the Internal Control System complement each other perfectly. The ICS is a central component of our risk management system and includes a comprehensive set of internal controls to ensure compliance with operational and legal standards and to manage risks. Together, the two systems enable us to identify, assess, and address risks at an early stage.

This synergy not only strengthens compliance but also fosters a culture of accountability and respect within our hospitals. For example, risks identified through the human rights program can be quickly addressed through the Internal Control System using relevant control mechanisms, allowing us to manage human rights risks more effectively. The close integration of both systems also enables us to advance related topics in parallel and jointly address them with hospital management teams.

Question: How does Helios Germany embed respect for human rights in everyday hospital operations, and what challenges do you face?

Tim Schleifenecker: In principle, respect for human rights already holds a very high value in the hospital environment at Helios Germany – after all, our work is about people’s health. That said, it can sometimes be challenging to communicate the relevance of human rights to employees’ daily work. However, we have had very positive experiences in our hospitals and central functions when engaging in open dialogue about these topics. Beyond legal obligations, we make Fresenius’s and Helios Germany’s stance very clear: we are committed to respecting human rights.

Another key challenge lies in aligning our human rights commitments with the complex and dynamic nature of hospital operations. Time pressure, competing priorities, or economic challenges can sometimes make implementation difficult. Our strategy, therefore, is to empower employees to act responsibly and understand the purpose behind these efforts – through clear and efficient processes, targeted training, and open communication.

We rely on close collaboration and ongoing dialogue to develop practical solutions that strengthen both hospital operations and human rights in the long term. It is always rewarding to see employees reach out to us with relevant questions – because that is when you know that the commitment to human rights is truly being lived.

Question: Ms. Armbruster, as a global healthcare group, we have standards and processes in place to ensure respect for human rights. Are there still risks – and if so, what kind?

Lisa Armbruster: Yes, despite our high standards, we identify potential human rights risks as part of our regular risk analyses. In doing so, we follow national and international procedures and guidelines for human rights due diligence. In the past, we have defined occupational safety and health at work as priority risk areas. But we also see the need for action across the Group on people-related issues such as discrimination and unequal treatment.

Question: Ms. Schmitt, what happens when you identify potential risks within your own operations?

Sabine Schmitt: In such cases, we take targeted preventive measures that are tailored to the specific issue. At the same time, we rely on proven standard measures, including our binding Code of Conduct, our Group Social and Labor Standards Guideline, and our management systems for occupational health and safety.

Raising awareness among our employees is also very important to us: training on human rights topics and communication initiatives related to our Human Rights Statement help to strengthen awareness. After all, everyone can contribute – for example, by familiarizing themselves with our Human Rights Statement or by reporting suspected cases.

Ms. Armbruster, how do you ensure compliance with human rights standards specifically in human resources?

Lisa Armbruster: We seek to make sure that our human resources processes worldwide are designed in line with our human rights commitment, for example, through standardized policies, training programs, and a strong internal control system. In addition, we promote a culture of open dialogue. Employees should feel safe to raise concerns – whether through our established grievance mechanism or in direct conversations with our human resources or Integrity teams.

Ms. Schmitt, one identified risk area that you also reported in the 2024 Sustainability Report under the EU CSRD relates to remuneration. How do you ensure that pay across the Group is fair and compliant with legal requirements?

Sabine Schmitt: All local compensation practices must comply with the applicable minimum wage regulations. Responsibility for compliance lies with the local human resources teams, which conduct regular reviews, especially in markets with high inflation or economic instability. Our global human resources organization supports this through centralized monitoring based on data from our global human resources system.

If deviations occur, clearly defined escalation processes apply. For example, in 2024 we identified a case in which three employees were temporarily paid below the statutory minimum wage due to hyperinflation. Their salaries were immediately adjusted, including retroactive corrections. To prevent such situations in the future, our local human resources teams in countries with high inflation dynamics are required to review salary levels at least twice a year against the statutory minimum requirements.

Question: Mr. Kraemer, the term “human rights” often sounds abstract. What do human rights mean concretely for Fresenius Kabi in a business context, and how do we put this commitment into practice?

Marco Kraemer: Human rights are fundamental rights and freedoms to which every person is entitled. In our company, this includes, for example, the right to fair and safe working conditions, equal treatment, and the freedom to join a trade union. We respect these rights not only within our own operations but also expect our business partners to uphold the same standards. To this end, we have established a global Human Rights Program, brought to life by an interdisciplinary team from areas such as human resources, procurement, and occupational safety.

Question: What particular challenges do you face when implementing human rights commitments along the global value chain in the MedTech, BioPharma, Pharma, and Nutrition sectors?

Marco Kraemer: One major challenge is the variety of political and social frameworks in the countries where we operate. In some regions, for instance, freedom of speech or association is restricted, or discrimination is widespread. While we cannot change these societal conditions on our own, we consistently adhere to our high internal standards, always in compliance with local laws. Another challenge is the complexity of our value chain, especially when intermediate products are produced in tiers in the deeper value chain, which makes achieving full transparency more difficult.

Question: How does membership in the Pharmaceutical Supply Chain Initiative (PSCI) support Fresenius Kabi in respecting human rights?

Marco Kraemer: By joining the PSCI, we clearly commit to shared responsibility, ethical sourcing, and collaborative partnerships with other pharmaceutical companies – key factors in respecting human rights throughout the entire value chain. Since 2025, we have been participating in the industry-wide audit-sharing program, which allows member companies to share audit results with one another. This reduces the number of audits per supplier, increases efficiency, and enhances transparency regarding working conditions. As a result, corrective and remedial actions within the pharmaceutical supply chain can be implemented more effectively.

In addition, being part of a global network of more than 80 companies enables us to benefit from the joint development of best practices and industry-wide cooperation to value human rights standards.