truly HEMA
We have been since 1926. Our products are of good quality, have a unique design and are competitively priced. Everything our customers need on a daily basis. We work on a common mission: to create a better everyday life in a more beautiful world.
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2.157
billion
euro gross turnover
5
.
5
million
loyal customers
with a customer card
in the Netherlands and Belgium
17,000
employees
employed at HEMA on average in 2024
of which +/- 6,500work for franchisees
employees working at HEMA
on average in 2024
shops
HEMA office
distribution centres
support offices in Belgium, France, Germany
buying offices in Hong Kong, Shanghai, Bangladesh and Turkey
8.720
617
543
60
60
our value chain
HEMA designs, sells and distributes products through its own shops, franchisee shops, webshops and through collaborative partners. What does that chain look like from design to the customer? How does a product last as long as possible and what happens after use?
affiliated companies
In 1958, HEMA was the first Dutch company to use franchising to accelerate the growth of HEMA shops in more and more Dutch municipalities.
In this way, the number of HEMA shops grew rapidly and HEMA became accessible to more and more customers. In 1977, half of the Dutch HEMA shops were an 'Affiliated Company', as we call a franchise shop at HEMA. And that ratio has remained more or less the same ever since. Most of today's entrepreneurial families started their partnership with HEMA back in the 1960s, with many 3rd or 4th generations now at the helm.
our sustainability strategy
Better everyday life in a better world We work on this every day at HEMA. This is what we base our organisation and way of working on. We are moving from a company that does sustainable things to a sustainable company.
To keep ourselves constantly up to date and provide everyone with an insight into our sustainability objectives and performance, HEMA uses the European Union's reporting directive as a guide. CSRD reporting is done according to the 'European Sustainability Reporting Standards' (ESRS), which are based on the idea of 'double materiality'. This means that we determine both the important (material) social issues that affect HEMA, as well as the social issues that affect HEMA.
Preparing for reporting according to the CSRD ensured that we further sharpened our sustainability strategy. In our connectivity matrix, we have made this visible. Despite developments in 2025 changing this CSRD guideline, HEMA continues to implement our sustainability strategy. Indeed, with the double materiality analysis, we identified which issues are important to us and to our value chain. And we want to work on that.
read about our double materiality analysis
our material topics
| ESRS | material issue | sub-topic | definitions | location in the value chain | timehorizon | SDGs |
|---|---|---|---|---|---|---|
| E1 | climate change | climate mitigation (DM) | Climate change consists of three main themes. 1) Climate mitigation: HEMA's process to reduce greenhouse gas emissions (as set out in the Paris Climate Agreement). 2) Climate adaptation: HEMA's process of adapting to the actual and expected impacts, risks and opportunities of climate change. 3) Energy: HEMA's emissions and energy consumption in its own operations and in the value chain. | upstream, own operations, downstream | short-term, medium-term, long-term | 7, 12, 13 |
| climate adaptation (DM) | ||||||
| energy (DM) | ||||||
| E2 | pollution | air pollution (IM) | HEMA's impact and risks on pollution of air, water, soil, pollutants and activities to support prevention, control and elimination of pollution through its business activities. | upstream | short-term, medium-term | 12 |
| water pollution (IM) | ||||||
| soil pollution (IM) | ||||||
| E3 | water | water abstraction (FM) | HEMA's relationship with water - in terms of dependencies, impacts, risks and opportunities - and how it effectively addresses these issues. HEMA's products require significant amounts of water, meaning it potentially contributes to the depletion of water resources, especially in areas where water is already scarce. | upstream | medium-term, long-term | 6 |
| water consumption (FM) | ||||||
| E4 | biodiversity | direct pressure factors biodiversity loss (IM) | HEMA's impact and risks related to the decline of biodiversity - the variety of all life on earth - and how HEMA prevents, manages and restores damage to natural habitats through its business activities. | upstream, own operations | short-term, medium-term | 14, 15 |
| impact on size and condition of ecosystems (IM) | ||||||
| impacts on and dependencies on ecosystem services (IM) | ||||||
| E5 | circulair economy | material inflows, including material use (DM) | HEMA's efforts to promote a restorative system that eliminates waste and pollution and minimises resource use by designing for long-term use, repair, reuse, repurposing, disassembly and remanufacturing. | own operations | short-term, medium-term | 8, 12 |
| material outflows related to products and services (DM) | ||||||
| waste (DM) | ||||||
| S1 | own personnel | working conditions (DM) | HEMA's impact and risks regarding working conditions and equal treatment and opportunities for our own employees (HEMA employees in shops, distribution centres and offices) | own operations | short-term, medium-term | 3, 5, 8, 10 |
| equal treatment and equal opportunities for all (IM) | ||||||
| other labour rights: privacy (DM) | ||||||
| S2 | employees in the production chain | working conditions (IM) | HEMA's impact and risks related to working conditions and equal treatment and opportunities of employees in our value chain (inside and outside the EU, including at-risk countries according to Amfori BSCI). | upstream | short-term, medium-term, long-term | 1, 8, 12, 17 |
| equal treatment and equal opportunities for all (IM) | ||||||
| other labour rights: child labour and forced labour (IM) | ||||||
| S4 | consumers and end-users | impact on information (DM) | HEMA's impact and risks to individuals who purchase, consume or use goods and services for personal use. | downstream | short-term | 3, 12 |
| personal safety (DM) | ||||||
| social inclusion (DM) | ||||||
| G1 | business conduct | corporate culture (DM) | HEMA's business conduct as an essential component to integrate corporate responsibility into both its own operations and the value chain. | upstream, own operations | short-term | 8, 16, 17 |
| protection of whistleblowers (DM) | ||||||
| animal welfare (DM) | ||||||
| relationship with politics and lobbying activities (DM) | ||||||
| managing relationships with suppliers, incl. payment practices (DM) | ||||||
| corruption and bribery (DM) |
| ESRS | materieel onderwerp |
|---|---|
| E1 | klimaatverandering |
| E2 | verontreiniging |
| E3 | water |
| E4 | biodiversiteit |
| E5 | circulaire economie |
| S1 | eigen personeel |
| S2 | werknemers in de productie keten |
| S4 | consumenten en eindgebruikers |
| G1 | zakelijk gedrag |
sub-onderwerp | materieel onderwerp | sub-onderwerp | definities | locatie in de waardeketen | tijdshorizon | SDG’s |
|---|---|---|---|---|---|---|
klimaatmitigatie (DM) | Klimaatverandering bestaat uit drie hoofdthema's. 1) Klimaatmitigatie: HEMA's proces om de uitstoot van broeikasgassen te verminderen (zoals vastgelegd in het Klimaatakkoord van Parijs). 2) Klimaatadaptatie: HEMA's proces om zich aan te passen aan de werkelijke en verwachte gevolgen, risico's en kansen van klimaatverandering. 3) Energie: HEMA's uitstoot en energieverbruik in de eigen bedrijfsvoering en in de waardeketen. | klanttevredenheidsonderzoeken, sociale media, klantenservice, klantenpanel, informatie op onze websites en in de winkels, advertenties, pers | strategie HEMA | winkel on- en offline tweede leven | ||
| klimaatadaptatie (DM) | teamvergaderingen, bedrijfsbijeenkomsten, updates via het intranet, strategiedagen | strategie HEMA | winkel on- en offline logistiek | |||
| energie (DM) | contractvoorwaarden, evaluaties en feedbacksessies, samenwerkingsinitiatieven, strategiedagen, leveranciersnieuwsbrief | thematisch partnerschap | productie | |||
| vakbonden | overleggen over cao en feedback verzamelen | overleggen, ondernemersraad | strategie HEMA | winkel on- en offline logistiek | ||
| ondernemers | HEMA’s strategie en voortgang bespreken | contractvoorwaarden, ondernemersraad vergadering met directie, strategiedagen, updates via het intranet, nieuwsbrief | strategie HEMA | winkel on- en offline | ||
| aandeelhouders | informatie geven en strategie bepalen | jaarverslag en financiële updates, vergaderingen met de RvC | strategie HEMA | overkoepelend | ||
| kredietinstellingen | strategie en duurzaamheid toelichten en feedback verzamelen | jaarverslag en financiële updates, duurzaamheidsverslag | strategie HEMA | overkoepelend | ||
| overheden en regelgevers | strategie en duurzaamheid toelichten en feedback verzamelen | jaarlijks duurzaamheidsverslag, werkbezoeken vanuit ministeries of lokale overheden i.s.m. brancheverenigingen | stakeholdermanagement in dagelijkse bedrijfsactiviteiten | overkoepelend | ||
| lokale gemeenschappen, kwetsbare groepen en NGO’s | strategie en duurzaamheid toelichten en feedback verzamelen | samenwerkingsinitiatieven, deelname/lidmaatschap aan allianties (zie samenwerkingen) | thematisch partnerschap | overkoepelend | ||
| kennisinstellingen | strategie en duurzaamheid toelichten en feedback verzamelen | samenwerkingsinitiatieven, deelname/lidmaatschap aan allianties (zie samenwerkingen) | thematisch partnerschap | overkoepelend | ||
| brancheorganisaties | strategie en duurzaamheid toelichten en feedback verzamelen | samenwerkingsinitiatieven, deelname/lidmaatschap aan allianties (zie samenwerkingen) | thematisch partnerschap | overkoepelend |
(IM = impact materiality, FM = financial materiality, DM = double materiality)
view our material topics
process of our double materiality analysis
step 1
understanding the value chain
Our first step is to fully understand our value chain and stakeholder base. Therefore, we analysed the full life cycle of our products; from designing our products to inspiring our customers to give products a second life.
To be well prepared, we determined the interpretation of impact and financial materiality for HEMA, including the thresholds above which topics are considered material. For this, we applied the requirements in ESRS 2 and the EFRAG Implementation Guidance for materiality assessment. We started by defining interpretations and definitions. Then we had the full picture of our value chain and outlined our stakeholder base. Then we were able to establish an overview of potentially material impacts, risks and opportunities within our value chain.
step 2
involve stakeholders
To get valuable input on our material topics, HEMA identified the key stakeholder groups we want to involve in the analysis. Important because the outcomes guide our sustainability strategy and reporting.
We gathered input from about 130 people through a survey of various internal and external stakeholders. They assessed all topics from the European Sustainability Reporting Standards (ESRS), as well as other potentially relevant topics, and indicated what importance they believe those topics have for HEMA.
step 3
in-depth interviews and analysis
The next step was to conduct in-depth interviews and analysis of the information. Our sustainability manager held 15 interviews with a group of stakeholders. Here, the focus was on identifying why certain topics scored high and others low. This is how we got to the heart of the matter: what does HEMA have an impact on? By analysing the information provided, with stakeholders also commenting on opportunities and risks, we have identified the opportunities and risks for HEMA.
Topics are doubly material to us if they have a HEMA-induced impact on people or the environment, and if the topic represents a significant risk and/or opportunity for our own business operations.
step 4
internal validation
We identified potentially material impacts, risks and opportunities within our value chain by contacting relevant internal departments and employees. In this phase, we also checked and validated the thresholds for impact and financial materiality, above which impacts, risks and opportunities are considered material.
Every step of the process was reported to the management team, with our CEO and CFO very much involved. In addition, the process and insights were submitted to, and approved by, our Audit Committee. Members of the Supervisory Board are represented within the committee.
step 5
recalibration dual materiality analysis 2024
Every three years, we ask our stakeholders which themes are relevant to HEMA, after which we analyse them in detail. In between, we do a review every year, to check if there are urgent topics we need to add. This mid-term review - and any full double materiality analysis we carry out every three years - also helps us determine whether any topics have actually become less relevant to HEMA.
In 2024, we did a recalibration of our 2023 double materiality analysis. In doing so, it was decided that biodiversity is also a material issue for HEMA, because of our impact on nature when purchasing materials and raw materials. By better understanding our impact and risks on these issues, we carried out this evaluation. We also report on this already in this report. For this complex issue of biodiversity, we certainly have a long way to go. We explain this further in the environment section.
matrix of results
This matrix shows the results of our double materiality analysis. The vertical axis shows financial materiality, and the horizontal axis shows impact materiality. The line represents the threshold, meaning that all topics above that threshold are material; impact, financial or doubly material.
stakeholders and interested parties
Working together with our affected and interested parties (also known as 'stakeholders') is essential to bring our mission to life. Together with suppliers, partners and civil society organisations, we make a positive impact on people and the environment. By engaging in open conversation, we stay up to date on improvements and opportunities. This way, we work on products that are not only smarter and more sustainable but also accessible to everyone. We ensure that corporate responsibility is not something extra, but a natural part of HEMA's sustainable business.
The double materiality analysis is a way of defining the most important issues for HEMA, both HEMA's impact on the world around us, and vice versa. Dialogue with our stakeholders gives us valuable insights into our impacts, risks and opportunities in our value chain.
read more about our dialogue
stakeholders and interested parties
we divide interaction with stakeholders and interested parties into three streams:
HEMA strategy
thematic partnership
stakeholder management in day-to-day business activities
The four guiding principles for our way of dealing with all stakeholders and interested parties are:
Transparency: we ensure open and honest communication with all stakeholders.
Discussion partner: we actively listen to stakeholders' concerns and suggestions and involve them in decision-making processes.
Responsibility and moral leadership: we consider the impact of our decisions and activities on different stakeholders.
We live up to what we say: We don't just talk about products and processes that are good for people and the environment, we act on them. This is valuable, both for HEMA and for our stakeholders and interested parties.
view our overview of stakeholders and interested parties here
| stakeholder group | objective | communication | interaction | place in the value chain |
|---|---|---|---|---|
| customers | consult, explain strategy and products, and test concepts | customer satisfaction surveys, social media, customer service, customer panel, information on our websites and in shops, advertising, press | HEMA strategy | shop online and offline second life |
| employees | discuss HEMA's strategy and progress and let colleagues provide feedback | team meetings, company meetings, updates via the intranet, strategy days | HEMA strategy | shop online and offline logistics |
| suppliers | sharing information and stimulating continuous improvement | contract terms, reviews and feedback sessions, collaboration initiatives, strategy days, supplier newsletter | thematic partnership | production |
| unions | consultation on collective agreement and gather feedback | consultations, works council | HEMA strategy | shop online and offline logistics |
| entrepreneurs | discussing HEMA's strategy and progress | contract terms, works council meeting with management, strategy days, updates via the intranet, newsletter | HEMA strategy | shop online and offline |
| shareholders | providing information and defining strategy | annual report and financial updates, meetings with the SB | HEMA strategy | overarching |
| credit institutions | explaining strategy and sustainability and gathering feedback | annual report and financial updates, sustainability report | HEMA strategy | overarching |
| governments and regulators | explaining strategy and sustainability and gathering feedback | annual sustainability report, working visits from ministries or local authorities in cooperation with industry associations | stakeholder management in day-to-day business activities | overarching |
| local communities, vulnerable groups and NGOs | explaining strategy and sustainability and gathering feedback | collaborative initiatives, participation/membership in alliances (see collaborations) | thematic partnership | overarching |
| knowledge institutions | explaining strategy and sustainability and gathering feedback | collaborative initiatives, participation/membership in alliances (see collaborations) | thematic partnership | overarching |
| industry organisations | explaining strategy and sustainability and gathering feedback | collaborative initiatives, participation/membership in alliances (see collaborations) | thematic partnership | overarching |
collaborations
working groups, projects and initiatives
LIC on responsible purchasing practices, Project Amplify, Amfori (BSCI standard, BEPI platform, klachtenmechanisme Speak4Change), Science Based Targets initiative.
signed agreements
International Accord, Bangladesh and Pakistan agreement, Transparency pledge, Charter of Diversity in Business, Declaration of Equal Opportunities.
international conventions
ILO conventions, OECD guidelines, UN Guiding Principles on Business and Human Rights, the Universal Declaration of Human Rights, Convention on the Rights of the Child, Convention on the Elimination of All Forms of Discrimination against Women.
good causes
Through the HEMA customer card loyalty programme, our customers donated their saved points to charities. In 2024, War Child and Pink Ribbon received funding through this channel. Stichting Armoedefonds [Poverty Fund Foundation] received 80,000 school notebooks and 30,000 candles through the customer card, and Stichting Jarige Job [Birthday Box Foundation] received 13,000 flags. With a percentage of the selling price of the specially developed War Child pyjamas, HEMA also supported War Child in 2024 with EUR 494,327. And the great thing is: that's 7% more than last year!
