BOSKA Impact Report 2025

Impact Report 2025

Our journey to a world without sh*tty Food Tools.

Why this report begins with you

This impact report is about how our products live in your world.

BOSKA Food Tools are used in kitchens where speed and precision matter. They are used at home where meals are prepared at the end of long days. They are placed on tables where food is shared with friends, family and colleagues.

Once a tool leaves our hands, it becomes part of your routine. It is used daily or occasionally. It is cleaned, stored, sometimes repaired. It might travel between kitchens. It might be used intensively in professional settings or carefully at home. Over time it changes. That change tells a story.

We write this report because what happens after a product is sold matters. The way a tool performs over time. The materials it is made from. The possibility to repair it. The decisions behind its design. All of these influence its impact. Understanding how our tools are used helps us make better decisions. It informs how we design, how we source materials and how we think about longevity.

This report exists to make those choices transparent. To show where we stand today and where we aim to improve. Because the environmental and social impact of a tool stretches across its entire lifespan.

Maurijn Legein, CEO BOSKA Food Tools for Life

Built to stay.

“A product’s real impact begins the moment it leaves our hands.”

In 2025, we looked beyond the moment of sale.

A Food Tool does not create impact when it is launched. It creates impact when it is used. When it slices every morning in a busy kitchen. When it is passed around a table. When it is repaired instead of replaced. When it stays.

This year, we focused on what happens after our products leave us.

We strengthened repair. Not as a side activity, but as a structured part of product responsibility. In our first full year of professional repairs, 52 tools were repaired, 32 of them outside warranty. We offer repair over replacement. That matters.

We started giving returned consumer products a second chance. In just two months, 492 tools avoided destruction and found a new home. That is not marketing. That is responsibility in action.

At the same time, we faced a difficult reality. Our CO₂ per euro revenue increased. The expansion into Funcooking added products that require more material and, in some cases, electricity. More resources upfront. That demands sharper decisions elsewhere. Because durability is only a valid argument if products truly stay in use.

Sustainability is not about looking good on paper. It is about being built to last.

We completed our transition to plastic free blister packaging. We increased FSC certified boards to 61 percent of the assortment. We deepened supplier evaluations. And in November, we were recertified as a B Corp with 93.5 points, an improvement that confirms progress but also raises the bar.

Most importantly, we kept learning. Through repair insights. Through customer feedback. Through internal training. Through partnerships that restore landscapes and coral reefs. Through honest conversations about what did not work yet.

We do not believe in perfection. We believe in taking choices remain non negotiable.

Because in the end, impact is not defined by how much we It is defined by how long our products remain useful.

IMPACT 2025 AT A GLANCE

TABLE OF CONTENTS

Our journey

About BOSKA Product & planet People & partnerships

About BOSKA read

Our impact journey read

Vision and mission read

Governance & Accountability read

B Corp recertification and improvement trajectory read

Our impact focus read

Product longevity & repair read

CO₂ reduction & smarter logistics read

Responsible sourcing & materials read

The people behind BOSKA read

Partnerships and giving back read

Progress & experiments

The start of Funcooking read

What we tried that did not work (yet) read

Looking ahead read

About BOSKA

Our story and purpose

At BOSKA, we design and develop food tools. Tools that are used every day in professional kitchens, at home and around tables where people come together to cook, share and enjoy food.

Behind these tools is a team that works collectively. We build, learn and improve together. Success is not the result of one person. It comes from collaboration, trust and taking responsibility for what we do.

We do not aim for perfection. We aim to improve continuously. That means testing ideas, learning from mistakes and staying open to feedback. It keeps us sharp and accountable. Our purpose is clear. Bringing people together around food. We design tools that support moments at the table and contribute to experiences

1.1 About BOSKA

Quality as the foundation of sustainability

For us, sustainability begins with quality. A product that lasts does not need to be replaced frequently. This reduces material use and waste over time.

Our Food Tools are designed to be fun, smart & to maintain their beauty throughout their lifetime. We strive to make a positive impact, expanding beyond the niche to the global market, by making our products affordable for the many. This is why BOSKA has a place in every home.

Functionality, durability and

timeless design guide our decisions. Where possible, we select materials such as wood and steel instead of plastic. These materials are strong, can age well and offer repair possibilities. Material choice plays a role in both performance and longevity.

Our promise and value chain

We promise Lifetime Guarantee so people stop buying substandard products so they can stop them throwing out & being thriftless. And let’s make real good stuff, have less waste & more taste.

Design takes place in house. Decisions on functionality,

materials and construction determine how a product performs over time, whether it can be repaired and how it fits into long term use.

Production is carried out with external partners. We work closely with them to meet quality standards and expectations. Long term relationships support consistency and continuous improvement, while balancing cost, availability and sustainability considerations. Insights from product use, customer feedback and repairs inform further development and adjustments.

“For us, sustainability begins with quality.”

Impact is not organised as a separate initiative. It is part of daily decision making, from product development and sourcing to internal collaboration. We evaluate choices with a long term perspective. Not every initiative is implemented immediately, and not every idea is scaled at once. This reflects how we work and how we prioritise improvements over time.

Learning supports this approach. Internal training sessions, Lunch and Learn meetings and external education create space

to exchange knowledge and strengthen capabilities across the organisation.

BOSKA is a certified B Corp. We use the B Corp framework to assess our practices, identify areas for improvement and remain transparent about our progress. The framework provides structure while allowing us to define our priorities and pace.

“Impact is not organised as a separate initiative. It is integrated into daily decision making.”

New vision & mission BOSKA compass. We measure our impact with the B Impact Assessment and conducted a full Life Cycle Analysis We set resource reduction targets and improve social responsibility through inclusive policies and employee awareness efforts. We embark on our B-corp and Net zero journey.

Our wood is now FSC certified!

and CFO joining the founder as owners. Our first digital only Impact Report!

2.2 Vision and Mission

1.3 Vision and Mission

We are committed to designing food tools that last a lifetime, moving away from disposability. By focusing on culture and embracing craftsmanship that reduces environmental impact through lifetime guarantee, timeless design and plastic free packaging, we aim to set a new standard for the food industry, one where quality is sustainability.

Our vision is simple: a world without sh*tty food tools. A world where people invest in tools that they love, that perform flawlessly, and that do not need to be replaced every few years. With every product we create, we move closer to this goal.

BELIEF

Quality = Sustainability

VISION

A world without sh*tty Food Tools

MISSION

To create great Food Tools & make them cool

WHAT

We make Food Tools with:

- Timeless Design

- Lifetime Guarantee

- Fun

- Affordable for the many GOALS

- To change the industry standard to Lifetime Guarantee

- A BOSKA Food Tool in every home by 2030

- A BOSKA PRO Tool on every Fresh Deli Counter by 2030

THE REASON YOU BUY A BOSKA TOOL - A BOSKA Food Tool is The Perfect Gift

- A BOSKA PRO Tool Makes Food Cool, brings more sales & less waste

Our core values:

Our journey

2.1 Governance & Accountability

Governance at BOSKA is about making responsible decisions across the business. From product development to supplier relationships, we aim to act with integrity, transparency and long term responsibility.

Product quality is monitored through structured quality controls and clear complaint reporting. Financial reliability is supported by active debtor follow up and insurance where appropriate. The basics are in place, and they are taken seriously.

Governance also shows up in everyday decisions. Supplier performance is reviewed regularly against clear standards on quality, reliability and collaboration. When expectations are not met, we act. Sometimes that means

closer monitoring. Sometimes an improvement trajectory. And sometimes it means making the difficult decision to end a partnership.

The same discipline applies to product development. New ideas are tested against durability, material impact, packaging efficiency and our lifetime guarantee philosophy. Learnings from previous products are integrated early, so improvements are built in from the start.

Decisions benefit from input

across teams, bringing different perspectives together.

And then there is B Corp. Not as a label on the wall, but as an external check. It challenges us to measure what matters, improve where needed, and ensure that what we report reflects how we operate.

“New

ideas are tested against durability, material impact, packaging efficiency and our lifetime guarantee philosophy.”

2.2 B Corp recertification and improvement trajectory

In November 2025, we were recertified as a B Corp with a total score of 93.5 points, compared to 88.5 points at our initial certification.

The assessment confirmed strong performance in governance, employee engagement, customer focus and environmental management within our own operations.

At the same time, the recertification provides direction. The next step is to further strengthen how we address environmental impact in our supply chain and material choices. This will remain a key focus area in the years ahead.

With the updated B Corp guidelines, certification evolves into a more structured improvement framework. Companies are required to demonstrate progress over time, with check-ins in years three and five. The emphasis shifts even more toward proving impact in areas such as climate action, human rights and governance.

For us, 2026 marks the starting point to align with these updated standards and integrate them into

our ongoing way of working. B Corp is not a label we renew every few years. It is a tool that helps us structure priorities, track progress and continue improving step by step.

“B

Corp is not a label we renew every few years. It is a tool that helps us structure priorities, track progress and continue improving step by step.”

2.3 Our impact focus

Creating impact requires focus. For 2025, we continued concentrating our efforts on five areas that reflect how we work, how our products are used and where we can make meaningful progress.

Product longevity & repair

Our tools are designed for long term use. Extending product life through durability, repair and refurbishment remains a core priority. This focus reflects how our tools are used in practice and how early design decisions influence waste, resource use and long term value.

CO₂ reduction & smarter logistics

Transport, sourcing and logistics contribute significantly to our environmental footprint. Not all emissions can be reduced immediately. Our priority is to improve insight, increase

efficiency and implement practical changes where feasible.

Responsible sourcing & materials

Material choices shape both product performance and environmental impact. We continue to reduce plastic use, increase the share of responsibly sourced materials and improve packaging. This also means recognising the trade offs and limitations involved in sourcing decisions.

People, ownership & learning

Our impact depends on the people behind our work. A safe

and supportive workplace is essential. Ownership, learning, wellbeing and fun while productive working environment strengthen collaboration and support long term organisational resilience.

Giving back & partnerships

Partnerships allow us to contribute to challenges that extend beyond our own operations. By supporting initiatives that align with our values, we aim to create positive impact through long term collaboration and consistent engagement.

“Creating

impact requires focus. For 2025, we chose five areas where we can make meaningful progress.”

Product & planet

3.1 Product longevity & repair

Longevity starts at the drawing board. It shows in material choices, construction and functionality. We design tools to perform for years, both in professional kitchens and at home. But longevity does not end at design. It continues after years of use.

What we worked on

In 2025, we continued to strengthen repair as a structured part of our product responsibility.

Repairs are handled in house. They require technical knowledge, spare parts, time and coordination. Tom takes care of this work. He repairs tools, assesses returned products and looks closely at what went wrong. While repair represents a small part of our total activity, it gives us direct insight into real use.

We started repairing professional tools in April 2024. That makes 2025 our first full repair year. During the year, 52 professional tools were repaired. Of these, 32 were repaired outside

warranty. This means customers actively chose repair instead of replacement. As a result, 32 tools stayed in use instead of being discarded.

Each repair tells us something. It helps us understand wear, stress points and how products perform over time.

Consumer tools

Our food tools usually live a real life. And real life sometimes means wear and tear. With cheese slicers, for example. It occasionally happens that the blade comes loose from the handle. When that happens, we solve it through our 6 Star Service. No paperwork marathon. Just a solution.

Sometimes the same model is perfect. Sometimes another one makes more sense. The goal is simple: make sure the slicer ends up back on the cheese, not in the bin.

In other cases, only a small part gives up. A pan from a Cheese Baker. A knife from a set. When possible, we send just the broken component instead of replacing the entire product. Less waste. More sense. Often with a handwritten note included.

Things can break. That is life. How we respond is what really matters.

“In my roles as Product Designer and Product Expert at BOSKA, the repair process becomes even more valuable. Every defect provides new insights: if it’s

a design flaw, I improve the product; if it’s caused by incorrect use, I incorporate it into my training.”

“A very pleasant experience with BOSKA. We’ve had a BOSKA cheese slicer for years. It broke, and without any questions asked, we were sent a new one. Not the old model I had, but the improved new version. Sustainable, customer-friendly, and a top customer experience. Keep up the great work, BOSKA!”

Review boska.com

The start of second chance products

In 2025, we also started working with New Returns, known through the platform 2e Kansje. This partner resells returned products that still deserve a second life. Returned products cannot always be sold again through our regular channels. In the past, some of these products were destroyed. We wanted to change that.

We started this collaboration in November 2025, so the impact

in 2025 was still limited. Even so, in just two months, 492 consumer products received a second chance. These are products that otherwise would have been destroyed. Our current waste percentage is 2.1%. Our goal is to bring this below 1%.

What this means going forward

Product longevity will continue to be driven by design and material quality. Repair and second chance solutions support this approach. Not because we expect products

to fail, but because taking responsibility does not stop after sale.

Repair keeps tools in use. Second chance solutions reduce unnecessary waste. Both help us learn and improve. Longevity is not an abstract goal for us. It is practical. It is visible. And it is part of how we define quality.

“Repair keeps tools in use. Second chance solutions reduce unnecessary waste. Both help us learn and improve.”

Click to visit our BOSKA page

3.2 CO₂ reduction & smarter logistics

Creating food tools that last is one part of the story.

How we source, produce and move them is the other half. In 2025, we measured again. More accurately. With updated calculation factors.

Scope 1 & 2 : our own operations

Scope 1 covers direct emissions from gas use and fuel from company lease cars.

Scope 2 covers indirect emissions from purchased electricity used in our offices.

- The reduction is mainly driven by two factors:

- The continued use of solar panels at our headquarters, reducing our reliance on grid electricity

- The gradual shift of lease cars from fuel-based to electric

Scope 3 : where the real impact sits

More than 98% of our total footprint lies in Scope 3.

Raw materials. Production. Transport. Business travel. Employee commuting.

This is where the complexity lives. And where the biggest gains and setbacks happen.

Assortment impact

In 2025, our CO₂ per euro revenue increased from 0.092 to 0.099 kg CO₂ per euro. That means our assortment became more CO₂ intensive.

“Creating

food tools that last is one part of the story. How we source, produce and move them is the other half. In 2025, we measured again. More accurately. With updated calculation factors.”

Why?

In 2025, we expanded our assortment with new Funcooking products. These products use more material, have larger volume and, in some cases, include electrical components. As a result, they carry a higher CO₂ intensity per item. This impacted our footprint per euro revenue.

At the same time, these products are designed according to the same principle that guides all BOSKA tools: durability first. Within this category, we minimized plastic wherever possible and focused on longlasting materials. And, like our

core assortment, these products come with a lifetime guarantee (excluding electrical parts and coatings).

Sustainability is not only about reducing grams today.

It is about preventing replacement tomorrow.

Some products require more resources upfront.

The question is whether they are built to last.

That remains our benchmark.

Quality = Sustainability.

Employee mobility

Scope 3 includes commuting.

In 2025, we formalized our mobility approach.

- A bike plan is active

- Travel reimbursement was extended to include interns

- Clear agreements are in place for electric and hybrid charging

- Carpooling and public transport are encouraged

These measures support a gradual shift in how we travel to and from work.

“Sustainability is not only about reducing grams today. It is about preventing replacement tomorrow. Some products require more resources upfront. The question is whether they are built to last.”

Click to visit our BOSKA impact page

Smarter logistics

Transport remains a structural part of our footprint. In 2025, we continued to refine our logistics model:

- Shipment consolidation

- Reduction of unnecessary transport movements

- Review of routing flows

Beyond reduction

Some emissions remain part of our footprint. Since 2022, we have been working with Justdiggit, supporting landscape restoration

projects in Africa. Their work focuses on bringing degraded land back to life by restoring vegetation, improving water retention and strengthening local ecosystems.

In 2025, we continued this collaboration:

- €49,675 recurring investment

- €1,600 Green Friday contribution

- €51,275 total contribution

Landscape restoration is not instant. It develops over time. And so does impact. For us, this

partnership is part of a longer journey, one that runs alongside our reduction efforts and continues year after year.

“For me, BOSKA is a great example of how companies can take responsibility. They understand the work that JustDiggit is doing and thoughtfully connect it to their own business and emissions. By investing with us in greening degraded landscapes, they contribute to both nature restoration and CO₂ sequestration.”

3.3 Responsible sourcing & materials

Every board, slicer or fondue set starts as raw material. Stone.

Steel. Wood. Packaging around it.

Those choices matter long before a product reaches the table.

In 2025, we continued reducing plastic in both our products and packaging. We kept increasing the use of materials that last. Stone, steel and wood age well. They can handle daily use. They fit our belief that a good product should still work years from now.

Packaging remained a practical focus area. Over the past years, we have reviewed packaging step by step. In 2025, this led to simpler constructions, fewer mixed materials and further reductions in plastic components. Where possible, we replaced plastic with paper based alternatives.

Wood sourcing stayed high on the agenda. In 2025, 27 out of 44 boards in our assortment were FSC certified. That is 61% of the range. We are FSC certified in both the EU and the US, and our sourcing flows are organised around certified wood. We are not yet at 100%, mainly due to existing stock of non-FSC products that will be sold out over time.

What changed in practice

Over the past years, we have worked consistently on reducing plastic in our packaging. It started with a simple question for each product. Does this really need an extra plastic bag? In many cases, the answer was no. Where protection was necessary, we explored paper based alternatives that could do the same job.

From there, we moved on to blister packaging. This required more time and coordination. Together with our factories, we developed and tested multiple samples. Some worked, others did not. At the end of 2023, we approved the final design. In 2024, the first products arrived in the new packaging.

In 2025, the transition was completed. The last products were removed from blister packaging. Product sets followed the same trajectory and are now also fully plastic free.

Along the way, other adjustments were made. Boxes became smaller where possible. Constructions were simplified. Mixed materials were reduced. These changes may seem modest on their own, but together they reduce waste, improve recyclability and make logistics more efficient.

New product lines, such as FUNCOOKING, now start plastic free from the beginning. The experience gained over the past years makes that possible. At the same time, we continue to recognise that packaging solutions differ per product and require careful assessment.

“Packaging

remained a practical focus area. Over the past years, we have reviewed packaging step by step.”

START (2020)

Ambition: Reduce plastic in packaging

Phase 1:

Remove plastic bags from fondue packaging

Product-by-product assessment

Phase 2:

Replace plastic blister packaging (tools)

Initial delays & complexity

2022:

Project becomes top priority

Intensive development & factory collaboration

End 2023:

Final design approved

First orders in toolbox packaging

2024:

Implementation phase

New die-cuts, artworks & cartons

2025:

Full phase-out of blister packaging

Sets also fully plastic-free

What this means at the table

For customers, these changes are not dramatic. They are felt in small moments.

You open a box and notice there is less to dispose of. You unpack a product and it feels solid, not layered in unnecessary wrapping. You place a wooden board on the table that carries an FSC label and is designed to stay in use for years.

It does not present itself as a sustainability statement. And it does not need to.

For us, responsible sourcing is not about adding a visible message. It is about quietly reducing unnecessary impact while keeping quality exactly where it should be.

We will continue improving packaging step by step. Some changes can be implemented quickly. Others depend on stock rotation or specific product requirements. Not everything moves at the same pace.

There is no single solution that works for every product. Each decision is assessed individually. That takes time, but it keeps our choices practical and realistic.

In the end, materials are not abstract concepts. They are what you hold in your hands. They shape how a product performs, how long it stays in use and whether it becomes waste too soon or part of your kitchen for many years.

“There is no single solution that works for every product. Each decision is assessed individually. That takes time, but it keeps our choices practical and realistic.”

People & partnerships

4.1 The people behind BOSKA

Learning, collaboration and openness are not side topics at BOSKA. They directly shape how we design, source, communicate and improve. When people feel responsible and informed, decisions become stronger and more consistent.

Learning is one of our four core values. We create space to challenge assumptions, share knowledge and look critically at our own work. Not everything is solved in one conversation, but progress often starts there.

Working well together also requires connection beyond tasks and job titles. Informal moments and shared experiences strengthen trust. And trust leads to clearer decisions and stronger ownership. Investing in people is part of impact steering. It influences

how responsibly we work, how openly we communicate and how consistently we improve over time. Three other core values continue to guide how we work: Rebels, Win and Hospitality.

Rebels means challenging each other, developing new ideas and stepping outside our comfort zone. It also includes asking for help and being open when something does not work, if that helps us move forward together. Win reflects the ambition to do things well. This applies to how

we use resources as responsibly as possible, how we aim to be an example within our industry, and sometimes even how we approach a sports activity.

Hospitality is about welcoming people with openness. There is space for colleagues, for different perspectives and for what sits beneath the surface. It also translates into products that are fun and easy to use so that time around the table feels effortless.

“Learn Everyday, Think as a Rebel, Act Hospitable & you will Be a Winner.”

In 2025, our focus on people translated into concrete actions and measurable results.

We organised 9 Lunch and Learn sessions, covering topics from sustainable food choices during B Corp Month to ethical conduct, anti-corruption and artificial intelligence. Some sessions were practical. Some were reflective. All of them created space to ask questions and challenge assumptions. Not everything is solved over a sandwich, but conversations do move things forward.

In May, colleagues from the Netherlands, China and the United States came together in

Maastricht. After countless online meetings across time zones, it was good to trade screens for real faces.

One of the highlights of the international team week was a pizza workshop. Pizzaiolo Paulo guided the team through the art of dough making, and our product developers trained colleagues on how to use the BOSKA pizza oven. We prepared the dough together, baked pizzas and, in the interest of quality control, tasted them carefully.

Throughout the year, we

organised 45 bootcamp sessions, with an average of 9 participants per session. 12 colleagues also took part in Mud Masters 2025. Collaboration sometimes means aligning on plans. Sometimes it means climbing over obstacles in the rain and discovering muscles you did not even know you had.

“After countless online meetings across time zones, it was good to trade screens for real faces.”

Learning & personal development

One of the most extensive learning moments in 2025 was the Academy of Cheese training. All employees in the Netherlands participated in a full training day led by a professional cheese expert. The programme included theory, tastings, pairings and an exam, focusing on cheese knowledge and the use of BOSKA tools in practice.

Looking ahead

Learning, team activities and development remain part of daily work at BOSKA. Existing formats such as Lunch & Learn sessions, external training and team activities will continue.

- Several initiatives are in place that may influence the 2026 result:

- An annual training budget is available for all employees. This budget is not fully utilised, and stimulating participation in training and development is a focus area.

- The mobility plan, launched in 2024, continued in 2025. The bike plan is increasingly being used. In 2026, we will measure whether this has had an impact.

- As BOSKA grows, internal opportunities for employees to develop within their roles increase. Encouraging employees to grow in areas where they feel strongest remains an area of attention.

- During B Corp Month, a training on psychological safety is going to be organised for teams and the wider organisation.

Employee satisfaction was measured through our annual staff survey.

The 2025 target of 85% was achieved, with a result of 86%. For 2026, we have set a target of 88%. We see this as a sign that engagement and ownership remain strong.

“Family to me are the people in your life that have the same view and values as you. Each family member is responsible to keep the family values alive and to question them when needed. The older family members educate the younger ones, while vice versa, grandpa is dependent on its grandchildren to stay up to date to the latest trends. Every member is responsible for the aspects in life they are most connected to.

In my experience, you see the exact same thing at BOSKA. The fact that all BOSKA colleagues live so strongly by the BOSKA values and believes that are really part of day-today business makes BOSKA feel like a family to me. Also the flow of knowledge from more senior functions to junior may be just as strong as vise versa.

In the end I spend more time with my colleagues than most of my family members, and working together day in, day out creates a strong bond in which we all have the same goal. To win together!”

CATEGORY MANAGER CONSUMER GOODS

4.2 Partnerships and giving back

Some challenges are bigger than BOSKA alone. In 2025, giving back focused on continued work with partners and initiatives that align with our values and where long-term involvement makes sense. Rather than oneoff actions, BOSKA chooses to support initiatives through ongoing partnerships, financial contributions and hands-on involvement by colleagues.

How we showed up

Green Friday with Justdiggit

During the Black Friday weekend, we made a conscious decision.

Instead of launching a discount driven campaign, we introduced Green Friday in partnership with Justdiggit. For every order above €20 placed between 28 November and 1 December 2025, we donated €2 to Justdiggit. Together with our customers, we donated a total of €1.600. This contribution enabled the creation of 200 bunds in the Chyulu region in Kenya, helping to restore 24.800 square metres of dry and degraded land.

Green Friday was not positioned as an anti-Black Friday statement. It was a practical alternative.

Customers chose BOSKA during that weekend without a discount driven incentive, knowing that part of their purchase contributed to land restoration.

The campaign showed that commercial activity and conscious choices do not have to compete. When structured clearly and communicated transparently, they can reinforce each other.

Coral restoration in Thailand

During B Corp Month in March 2025, we supported a coral restoration project near Koh Kood in Thailand. The project is carried out by Coral Gardeners and focuses on growing coral fragments in nurseries and replanting them on damaged reefs.

By linking sales directly to coral restoration, we donated a total of €900. This contribution enabled 24 coral fragments to be grown and replanted. The initiative was implemented through Sumthing, ensuring transparency and measurable impact. Customers were able to follow the progress of the restored coral online.

Healthy coral reefs play an essential role in marine biodiversity and coastal protection. When reefs are damaged, recovery takes time. Restoration projects support this process by stabilising and regrowing coral in vulnerable areas.

“Green Friday was the first campaign where I combined commercial objectives with a social cause. It was great to see that we raised more donations than expected. It clearly showed the potential of campaigns like this, and we want to pursue more initiatives like it.”

In 2025, volunteering once again took place at both company and individual level.

As BOSKA: Together with Stichting Met je Hart, we welcomed 35 elderly guests to our office for a pizza afternoon. And yes, we made the pizzas ourselves. Dough was rolled out by our BOSKA rollers, toppings were chosen generously, and pizzas were carried to the ovens by our runners before being served fresh and hot. For many guests, eating pizza was familiar. Making it themselves was a first. What followed was exactly what we believe in: people around a table, laughter, conversation and good food. There was gratitude, there were stories, and it reminded us that impact starts with something as basic as sharing a meal.

This is not the first time we have committed to a cleaner world. In 2023, thanks to the involvement and support of our customers, we were able to make a significant difference, removing 640 kg of plastic from the Ganges. Together, this brings the total to an incredible 1140 kg less plastic in the River!

As individuals

Beyond our team volunteering day, colleagues also used their annual paid volunteering day to support causes close to them.

One colleague volunteered for Alzheimer Nederland by participating in a fundraising collection. Two teams (13 colleagues in total) spent an additional day supporting Stichting AAP. What started as a volunteering day turned into something more lasting. After learning about the organisation’s work rescuing and caring for animals that come from difficult and often distressing situations, the team decided to stay involved.

We adopted Regina. Regina is a rescued monkey now under the long term care of Stichting AAP. Through adoption, we contribute to her rehabilitation and wellbeing, while supporting the broader mission of animal welfare and protection.

“Stichting AAP has been familiar to me for a long time. I knew the organisation from the period when it was still based in Amstelveen, and later through professional collaboration with their press officer. When we started thinking about meaningful partnerships at BOSKA, Stichting AAP felt like a natural choice. Together with the management team, we spent a day volunteering and learning about their work. What stood out was that their role goes far beyond animal sheltering alone. It’s about long-term care, rehabilitation and animal welfare at a broader level.

That experience made us want to stay involved, not just as a company, but as people. Other colleagues started to volunteer at Stichting AAP, and alongside hands-on involvement, we decided to add a new colleague to the BOSKA family by adopting Regina. She’s hairy, playful, and, just to be clear, she doesn’t work at the office.”

Sunday Foundation

Since 2007, the Sunday Foundation has been working in Sierra Leone, still one of the hardest places in the world to grow up as a child. Founded by Sander de Kramer after witnessing the aftermath of the civil war, the foundation focuses on something both simple and transformative: access to education.

Today, more than 32 schools have been built. Some are in the middle of the jungle. Some serve entire communities that were relocated after mudslides wiped out their homes. In many cases, there

simply was no school before.

But education here means more than a building. It means uniforms, books and materials so children can actually attend. It means support for children of disabled parents. It means offering alternatives to street prostitution. It means vocational training for former child soldiers and young adults with disabilities: metalwork, carpentry, shoemaking so they can stand on their own feet.

Each school is designed to become self sustaining. Agricultural

projects are linked to the schools so teachers can provide food for their families, even if government salaries are delayed. The goal is not dependency. The goal is independence.

Over the past years, we increased our financial contribution with one clear objective: help build a school. In 2025, that objective became reality with the completion of a new school. We are grateful to contribute consistently to something that will serve generations to come.

“We

are grateful to contribute consistently to something that will serve generations to come.

“

Click to read more about the Sunday Foundation

Progress & experiments

5.1 The start of Funcooking

Funcooking is a natural extension of the BOSKA assortment. From the very beginning, BOSKA has been about bringing people together around the table with well-designed, functional products, good food and a sense of togetherness. Funcooking builds on this foundation with playful, innovative and well-designed products.

With Funcooking, we invite people to stay longer at the table: to cook together, share and enjoy. The deliberate choice for materials such as wood and steel (where plastic is often used in this product category), supports both functionality and the atmosphere at the table.

Because Funcooking moments go beyond a standard meal, they create space for attention, enjoyment and connection.

Whether with friends or family, Funcooking turns eating into a shared experience.

“Whether with friends or family, Funcooking turns eating into a shared experience.”

5.2 What we tried that did not work (yet)

Not everything we plan actually happens. And that is part of running a business.

In 2025, we explored the idea of bringing part of our production closer to home. The reasoning was clear. Shorter supply lines. Potentially less transport impact. More proximity. In practice, the investment required turned out to be substantial and internal priorities shifted toward other strategic projects. Nearshoring is not off the table, but it needs the

right timing and a solid business case.

We also aim to organise two company-wide volunteering days each year. In 2025, we organised one. The second did not take place due to maternity leave of the colleague coordinating it. Individual volunteering continued, but it reminded us

that commitments need clear ownership and continuity to materialize.

Not every idea turns into action immediately. Sometimes it just needs a little more time in the oven.

“Individual

volunteering continued, but it reminded us that commitments need clear ownership and continuity to materialize.”

5.3 Looking Ahead

Growth brings responsibility. Beginning of 2026, we welcomed Style de Vie into BOSKA through an acquisition. 2026 will be the year where integration turns into measurable impact.

Theme

Where we stand today (january 2026)

What we are working towards

Complaint rate below target trajectory < 0.3% of delivered products leading to complaints. Further reduce products exceeding the norm

Supplier standards Structured supplier evaluation in place Critical review of suppliers. Structural underperformance will lead to improvement plans or exit

Style de Vie integration Acquisition completed Clear quality alignment. Impact of integration evaluated over 3 years

Packaging (Style de Vie) Existing packaging formats Reduce plastic and improve material choices

Logistics

Separate shipments in some cases Combine BOSKA and Style de Vie shipments to reduce transport movements Learning &

salary framework Updated salary house with independent review and explicit pay equity focus

lease cars

electric lease cars going forward Continuous improvement

Corp recertified Alignment with new B Corp framework starting 2026

“In 2025, we strengthened what lasts, improved what matters, and learned where we still need to grow.”

Maurijn Legein CEO

Be part of the next chapter.

This report tells the story of where we stand today. Not a polished ending. Just the next step. We design tools to bring people together around food. It makes sense that we also invite you into the conversation.

Got feedback? An idea? A critical question? Send it our way. We prefer honest input over polite silence.

Join us in making a difference.