Based on the report content, Amadeus has policies related to own workforce across multiple material sub-topics including secure employment, collective bargaining, adequate wages, working time, work-life balance, health and safety, diversity, gender equality, equal pay, training and skills development. However, the specific detailed policy content for S1-1 appears to be distributed across different sections of the report rather than consolidated in one location. The report indicates that comprehensive workforce policies exist covering human rights, people policies, and various employment-related aspects, but the full detailed content would need to be extracted from multiple sections covering different workforce topics.

Policies related to own workforce

Crayon values its employees and strives to create a safe and rewarding work environment for them. Our network of local human resources (HR) representatives, led by the Chief Human Resources Officer, develops, and implements policies and strategies to recruit, select and engage employees.

Global People and Culture Strategy

Our Group-wide people and culture strategy is updated annually and has clear objectives and metrics to enable the HR function to support employees and the organization.

Diversity, Equity and Inclusion Policies

Crayon values and encourages diversity, equity and inclusion (DEI) in its workforce. We believe that DEI broadly covers gender, age, disability and other attributes. We have a global DEI road map that is refreshed annually to guide our DEI initiatives.

DEI Implementation:

• The Crayon Integrity Handbook outlines behaviors expected of our employees such as treating others with respect, being inclusive and examining unconscious biases
• The company builds its culture by making sure all individuals are treated fairly and respectfully, fostering equal pay, and have equitable access to opportunities and resources
• Through this we ensure that Crayon's core values are rooted throughout the organization

Anti-Discrimination Policies

The Group endeavors to promote the objectives of the Norwegian Anti-Discrimination Act in its operations with regard to recruitment, wages and working conditions, promotion, development opportunities and protection against harassment. The Group strives to be a workplace where there is no discrimination.

The purpose of the Norwegian Anti-Discrimination Act is to promote equality, safeguard equal opportunities and rights, and prevent discrimination on the grounds of ethnicity, national origin, descent, skin color, language, orientation, religion, or belief.

Health and Safety Policies

Responsibility for employee health and safety at Crayon is shared between the Human Resources and Trust Unit teams. Sound safety and health practices are integral to our operations, and we comply with all local workplace safety regulations.

Employee Development Policies

As part of our social pillar vision "To serve and develop people inside and outside our organization," we have established focus areas including:

• Employee advocacy, well-being and growth
• Talent attraction and recruitment practices
• Training and skills development
• Employee remuneration and benefits

Employee Engagement Policies

We conduct annual employee feedback surveys to measure engagement and satisfaction across nine categories, achieving an overall score of 4.13 out of 5 in 2024 with a 62% participation rate.

Diversity, equity, inclusion and belonging is identified as one of our top three strategic priorities for 2025, reflecting our commitment to creating an inclusive workplace for all employees.

Policies related to own workforce

Danica has established comprehensive policies to manage workforce-related impacts, risks, and opportunities. These policies are integrated into the overall business strategy and governance framework.

Human Rights and Labor Standards

As part of the Danske Bank Group, Danica supports fundamental international labor standards and human rights principles: • The UN Universal Declaration of Human Rights • ILO Declaration on Fundamental Principles and Rights at Work • UN Global Compact principles related to labor rights • OECD Guidelines for Multinational Enterprises

Danica has due diligence policies addressing issues covered by the fundamental International Labor Organisation Conventions 1 to 8, including: • Freedom of association and collective bargaining • Elimination of forced and compulsory labor • Abolition of child labor • Elimination of discrimination in employment and occupation

Workplace Safety and Health

Danica has implemented workplace accident prevention policies and management systems, including: • Health and safety protocols for office environments • Risk assessment procedures for workplace hazards • Employee wellness programs and health support services • Emergency response procedures • Regular monitoring and reporting of workplace safety metrics

Anti-Trafficking and Modern Slavery

Danica has established processes and measures for preventing trafficking in human beings, including: • Supply chain due diligence procedures • Vendor screening and assessment processes • Training and awareness programs for employees • Reporting mechanisms for suspected violations

Equal Opportunity and Non-Discrimination

Policies address equal treatment and non-discrimination in: • Recruitment and hiring practices • Career development and promotion opportunities • Compensation and benefits • Training and skills development • Work environment and culture

Grievance and Complaints Handling

Danica has established grievance and complaints handling mechanisms that provide: • Clear procedures for raising concerns • Multiple channels for reporting issues • Protection for whistleblowers • Fair and timely investigation processes • Appropriate remediation measures

Policy Implementation and Governance

These workforce policies are: • Approved by the Board of Directors annually • Monitored through regular compliance assessments • Integrated into performance management systems • Subject to internal audit review • Supported by training and awareness programs

The policies are designed to ensure compliance with applicable labor laws and regulations while promoting a positive and inclusive work environment that supports employee engagement, development, and well-being.

Policies related to own workforce

People Value Recognition

Eni recognizes the value of its people as a fundamental element for the success of the company and for this reason guarantees a working environment free from any form of discrimination that favors the full development of everyone's potential, promoting the development of a culture based on dissemination of knowledge.

Health and Safety Standards

Eni also complies with the highest international standards in terms of health and safety and adopts appropriate measures aimed at protecting people and assets.

The achievement of the Net Zero goal by 2050 involves operational excellence, asset integrity and HSE culture of protecting the safety of people in the workplace, communities, the environment, and property from the intrinsic risk associated with the complexity, reach and scale of activities.

Safety Commitment and Culture

The tragic event occurred at the Calenzano storage hub, with its tragic toll of human lives, is absolutely in contrast with our corporate culture and values that prioritize the safety of people and the integrity of our assets. The organization maintains and strengthens its commitment to operational safety and the pursuit of the goal of zero accidents in the workplace, which we continue to support with significant professional and economic resources.

Diversity and Inclusion

Eni guarantees a working environment free from any form of discrimination that favors the full development of everyone's potential.

Knowledge and Skills Development

Eni promotes the development of a culture based on dissemination of knowledge, recognizing the importance of continuous learning and development for workforce success.

KONE's approach to health and safety is based on KONE Health and Safety Policy Statement and KONE Management System (KMS). KONE's Health and Safety Policy Statement is approved by KONE President and CEO, and it sets the direction for health and safety work at KONE. It clearly states that health and safety of employees, customers and other stakeholders working with KONE is a top priority for KONE. The Policy states that all accidents are preventable and is complemented by guidance on how this commitment is realized in practice.

KONE Management System applies across KONE's global organization and harmonizes health and safety management practices and sets minimum requirements. The system addresses the health and safety of KONE equipment users, employees and anyone else KONE works with. It covers KONE's own operations including factories, offices, customer sites and public places with KONE equipment.

KONE has developed and implemented a human rights policy which sets out the company's commitments to respect human rights and to prevent adverse human rights impacts. The Human Rights Policy contains commitments related to due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8, including freedom of association and collective bargaining, prohibition of forced or compulsory labor, and prohibition of child labor. The policy applies to KONE's business operations globally and to all KONE companies, employees and management.

KONE Code of Conduct contains provisions related to respect for people, workplace safety, equal treatment, human rights and creating a workplace free from harassment, discrimination and violence. The Code applies to all KONE employees globally and sets the expectation that everyone acts with integrity and follows both the Code and all applicable laws. The Code contains processes and measures for preventing trafficking in human beings through supplier requirements and risk-based assessments.

KONE has workplace accident prevention policy integrated into its management system. The Health and Safety Policy Statement and KONE Management System provide the framework for workplace accident prevention across all KONE operations, including comprehensive risk assessment procedures, safety training programs, and incident reporting and investigation processes.

Our fundamental codes – the Code of Conduct and the Supplier Code of Conduct – are derived from the company's corporate vision. These documents apply without exception to all workers and service providers along the value chain. Their purpose is to ensure compliance with laws, standards and policies throughout the company in order to foster a working environment characterised by integrity, respect and fair and responsible conduct.

Code of conduct

Subject matter and objectives: General standards under our corporate vision of »Solutions beyond tomorrow« as part of our sustainable corporate strategy

Environmental, Social and Governance aspects:

• Environmental protection and climate change mitigation
• Respect for human rights including human trafficking, prohibition of forced labour and child labour, anti-discrimination, diversity and inclusion
• Anti-corruption, Fraud prevention, Conflicts of interest, Competition, Confidentiality, Privacy, Dangers of digital media

Scope: Own workforce, suppliers and customers; No specific groups – entire workforce

Responsibility: Corporate Governance, Executive Board

Third-party standards and initiatives:

• Sustainable Development Goals (SDGs)
• United Nations Global Compact (UNGC) principles
• Organisation for Economic Cooperation and Development (OECD) Guidelines for Multinational Enterprises
• International Labour Organization (ILO) core labour standards
• Ethical Trading Initiative (ETI) Base Code
• German Supply Chain Due Diligence Act (LkSG)

Communication: Corporate website; internal communication channels such as: SharePoint, Intranet, Executive Board

Human Rights Statement

Subject matter and objectives: Human rights strategy – Why human rights due diligence and Krones belong together

Topics:

• Governance and players
• Due diligence obligations
• Risk management
• Preventive measures
• Reporting system
• Reporting and effectiveness control

Scope: Own workforce, suppliers and customers; No specific groups – entire workforce

Responsibility: Corporate Sustainability, Executive Board

Third-party standards and initiatives:

• Sustainable Development Goals
• UNGC principles
• OECD guidelines for Multinational Enterprises
• ILO core labour standards
• ETI Base Code
• German Supply Chain Due Diligence Act (LkSG)
• Guiding Principles on Business and Human Rights
• International Bill of Human Rights
• UK Modern Slavery Act

Communication: Corporate website; internal communication channels such as: SharePoint, Intranet, Executive Board

MTG have clear requirements for basic pay to align with universal labor rights standards, applicable laws, and agreements on working hours and wages. Each portfolio company is responsible for ensuring correct pay grades and remuneration based on local laws, regulations, and standards.

Each portfolio company is responsible for ensuring the well-being of their employees, based on their working methodologies and regional laws and regulations.

Our Human Rights Principle outlines seven priority areas for human rights at Neste: fair employment; health & safety; equity, diversity & non-discrimination; children & young workers; modern slavery; fair treatment and economic, social & cultural rights.

Neste's Code of Conduct provides the framework for our global business operations and is a key element of our compliance program. We follow the Neste Occupational Health Principle throughout the organization, subject to local legislation and requirements.

Our Safety Leadership Principle outlines our ambitions, expectations and accountabilities for all employees and anyone working for the company. Safety management and its continual improvement is defined by the Neste Operational Excellence Management System (OEMS).

Working conditions

Novabase's activity and the conduct of its employees is governed by legislation applicable in the relevant jurisdictions and by the Novabase Code of Conduct (published on the corporate website), a document that has been approved internally and which has been implemented at the Group since 2011 with the aim of guiding the conduct of Novabase professionals in accordance with the values cultivated by the Group, not only in its relationships with clients, but also the principles and rules that, broadly speaking, govern Novabase's relationships with its other stakeholders.

The Code of Conduct covers topics that range from integrity, transparency, respect, health and safety, information use, intellectual property, use of resources, social and environmental responsibility to managing conflicts of interest, corruption and bribery, including also human rights and application of these principle to the hiring of third parties.

Our ethical concerns extend to our suppliers and partners. The principles and rules described in the Novabase Code of Conduct are to be strictly complied with by each Partner or Supplier who works with Novabase and who is incorporated into its daily processes. Novabase includes a commitment of compliance with the Novabase Code of Conduct in its contracts with suppliers.

Novabase is committed to offering a safe and healthy work environment in accordance with local and international health and safety standards. The company's activity is managed in accordance with the Integrated Management System and Novabase companies are audited by its financial auditors and its certifications of Quality (ISO 9001), Environmental Management (ISO 14001) and Occupational Health and Safety (ISO 45001) are renewed annually after internal and external audits, the latter conducted by the certifier entities.

The Novabase Group Human Rights Policy reinforces its commitment to internationally recognized human rights principles. It is applicable to all employees, partners, suppliers and all other Novabase Group stakeholders, and it is in line with the company's values and legal standards in all the locations where the company operates.

Novabase ensures that all its labour practices, including remuneration, working hours, and benefits, comply with local and international legislation wherever the company operates.

Gender equality and equal pay for equal work

Novabase continued to make diversity, equality and inclusion an integral part of its global strategy. We believe in equal opportunity and in mutual respect, regardless of ethnicity, gender, religion, ideology, social origin or sexual orientation. These differences that make us who we are, along with a multiplicity of points of view, tend to improve the quality of decision-making processes, contributing to greater intellectual and cultural enrichment, not to mention a better representation of reality and of those involved in it.

The company incorporates management of diversity, equality and inclusion as an integral part of its global strategy, maintaining these values across all talent management processes at our organization. This commitment applies to all companies that are part of the Group and to all the operating locations.

The Group also believes in the need to increase awareness with regard to policies for integrating women and eliminating obstacles that stand in the way of equal opportunity and non-discrimination on the basis of sex, gender and identity. Professional growth should be valued in terms of the competences, capacities and knowledge of our people, regardless of their sex, gender and identity.

We believe that the diversity of our governing bodies contributes to better performance and greater competitiveness at Novabase. We are thus committed to promoting the following policy:

• Comply with Portuguese Law no. 62/2017 of 1 August because gender diversity leads to different management styles and complementary approaches;

• As regards age, we favour a balance that includes experience and maturity on the one hand, and youth and energy on the other, as a means of ensuring dynamism and keeping up with the fast-paced innovation our sector (information technology);

• In terms of academic qualifications and skills, in addition to those involving technology, several areas of knowledge should be present, given the growing importance of multi-disciplinarity in team performance.

The IT sector continues to be dominated by men. At Novabase Group this indicator has remained stable over the past years. In 2024 the breakdown of men and women remained at 68% and 32%, respectively. These numbers have trended favourably over the years, thus confirming the efficacy of our policies and actions.

As regards remuneration practices, Novabase actively promotes a culture of equity, whether it is in terms of hiring, using comparative market studies, or whether it is in terms of internal policies, using performance and recognition assessment tools, analysing individual and collective contributions as differentiating factors.

Novabase has submitted a new version of its Gender Equality and Diversity Plan, whereby it has identified the measures and practices implemented in 2024 and defined the measures and practices to be developed in 2024/2025.

Training and developing of competences

Novabase sees the training of its employees as a fundamental aspect of development and competitiveness in the current labour market. The Learning Path applies to all employees and consists of a training program that includes various courses that they can complete freely or sequentially, depending on their needs.

In 2024, the training offered with regard to diversity increased, becoming essential to maintaining an environment that is inclusive and respectful of differences, with courses such as Preventing Unconscious Bias, Understanding (dis)ability and taking steps forward, ESG Wake up Call, or Cultural Awareness at Middle East.

The favourable trend in this indicator aligns with the commitment that Novabase Group made in 2023 with regard to ODS 10 ('Reducing Inequality'), strengthening Novabase's commitment to developing practices and policies that promote diversity, equality and inclusion in the workplace, as further described below.

Policies related to own workforce

People & Organization Commitment Statement

Our People & Organization Commitment Statement supports our commitment to fair and respectful treatment of employees and to their development and growth. It also outlines how we support our overall commitment to uphold human rights for employees, to treat them with dignity and respect, and to provide equal opportunities.

Code of Ethics

Guided by global principles, we seek to create a fair and inclusive work environment by building an inspired, curious and unbossed culture. Our approach is rooted in our culture and values, encouraging our employees to always act with integrity. We have a Code of Ethics, which is a fundamental part of the terms of employment for all employees of Novartis globally.

Equal opportunity and non-discrimination

All employment decisions at Novartis are based solely on job-related factors, including the skills, qualifications, and experience of the individual, without regard to gender, race, ethnicity, or any other protected characteristics, as defined by applicable local laws. Novartis, as a global company, complies with the laws of each country within which it operates.

Pay equity principles

Pay equity (i.e. paying employees fairly for similar work based solely on job-related factors) is a fundamental principle of our employment policies, reflecting a commitment in our Code of Ethics to treat all employees fairly and respectfully.

Health and safety

We are committed to occupational health and safety and have built this into our Code of Ethics. We have an internal health, safety and environmental (HSE) management system that requires the implementation across our sites of strict health and safety controls that go beyond legal minimum requirements.

The Novo Nordisk Way Essentials

1. We create value by having a patient-centred business approach.
2. We set ambitious goals and are empowered to achieve them.
3. We are accountable for our financial, environmental and social performance.
4. We are curious and innovate for the benefit of patients and society at large.
5. We build and maintain good relations with our stakeholders.
6. We value diversity and treat everyone with respect.
7. We focus on performance and personal development.
8. We have a healthy and engaging working environment.
9. We strive for agility and simplicity in everything we do.
10. We never compromise on quality and ethics.

The foundation of our commitment to supporting the wellbeing and development of our employees is the Novo Nordisk Way; a set of guiding principles constituting the core of our identity and operations. It bridges our company's past, present and future, steering our strategy, decisions and behaviours. By familiarising new employees with the 10 Essentials that direct the decisions and actions of every Novo Nordisk colleague, we uphold our dedication to the company's core values of openness, accountability and respect.

Our Code of Conduct was updated to align with our Strategy 2030 and new regulatory requirements, such as supply chain due diligence and sustainability management best practices. We strengthened our existing commitments, particularly related to climate change and human rights, and introduced new ones to address emerging material topics like biodiversity, ecosystems, and the rights and welfare of workers in our value chain.

Every individual deserves a professional, safe, and inclusive work environment, free from discrimination or harassment.

Qt's Code of Conduct regulates the following impacts, risks and opportunities related to the company's own workforce: work-life balance, social dialogue (job satisfaction), health and safety, gender equality and equal pay, measures against violence and harassment, and the diversity of the personnel. More information on the Code of Conduct is provided in the section G1 Business conduct.

The promotion of diversity involves, in addition to the Code of Conduct, the Qt career framework, which applies to all Qt employees and specifies the salary, and the competencies required for each position. The purpose of the career framework is to create a transparent framework for career development and remuneration, i.e. to promote equal pay for equal work regardless of the employee's background and gender. Qt Group's Management Team is responsible for the approval and implementation of the career framework. The career framework is available to all employees on the company's intranet.

Training and skills development are taken into account in Qt's global employee handbook, which applies to all Qt employees. The handbook provides a framework for promoting continuous learning from the employee's perspective. The handbook includes, among other things, instructions and tips related to on-the-job learning, an employee-specific training budget and a selection of e-learning courses. The handbook also encourages employees to talk to their manager about training opportunities. Qt also has its own learning platform, Qurious. Managers have access to various online training modules and the opportunity to participate in, for example, the 360-degree feedback process, which aims to help managers identify their strengths and development areas and develop their leadership skills.

The global employee handbook and its country-specific versions are available to all employees on Qt's intranet. Qt Group's Management Team is responsible for the approval and implementation of the handbook.

Employee privacy is governed by Qt's employee privacy note, which applies to all Qt employees. The employee privacy note precisely specifies the information Qt collects on its employees and for what purposes, what information is not collected, and the rights of the employees.

Qt aims to promote secure employment by providing its employees primarily permanent employment contracts (92% in 2024) and by complying with local labor laws. In order to provide adequate wages for the employees, Qt monitors the industry's market averages in different countries.

Qt's employee engagement methods are discussed in more detail in the General Disclosures (ESRS 2) section SBM-2 Interests and views of stakeholders.

Qt aims to remediate its human rights impacts, meaning occupational health impacts in particular, by offering occupational health care or insurance to all employees in each of its operating countries. Qt also has an early intervention model in place to encourage employees to raise any problems they notice, such as continuous overtime or lack of motivation, at an early stage with their manager or unit HR business partner. Employees who wish to report misconduct anonymously can do so via the company's whistleblowing channel.

All Qt employees receive country-specific training on occupational health and safety. The occupational safety management system is based on local laws and regulations in each country. Qt also has an international travel policy aimed at ensuring the safety of employees on business trips.

In the company's Code of Conduct, Qt commits to giving equal opportunities for personal growth and career development, regardless of gender, age, ethnicity, disabilities, nationality, sexual orientation, religious beliefs, political affiliations, marital or economic status, or position within the company. Qt does not tolerate sexual, physical, and psychological violence and harassment or any form of discrimination, abuse, intimidation and workplace bullying. Qt has not separately defined vulnerable groups. Instead, the principles apply to everyone.

Discrimination is prevented primarily by educating employees on the Code of Conduct and the whistleblowing channel, and by providing training to managers. The recruitment team and managers are instructed to interview candidates based on each applicant's competence. Managers are responsible for ensuring that employees are treated equally.

Discrimination or inappropriate behavior can be reported anonymously via Qt's whistleblowing channel. All suspected incidents of misconduct are investigated and actively addressed. Qt also carries out an annual job satisfaction survey and, in 2024, the survey was amended to include a question on whether employees have experienced harassment at the workplace. The survey results are used to create an action plan for addressing areas that require further development.

Randstad's policies related to its own workforce are comprehensive and built on the foundation of core values and commitment to equity.

Core Values: Established in the company's early days, the core values represent the foundation of Randstad's culture and guide every decision and action:

• To know: Being experts who understand clients, talent, suppliers and business partners
• To serve: Succeeding through excellent service, exceeding core requirements
• To trust: Being respectful, valuing relationships and treating people well
• Striving for perfection: Always seeking to improve and innovate
• Simultaneous promotion of all interests: Seeing the bigger picture and taking social responsibility seriously

Human Rights Policy: The Human Rights Policy aims to prevent violations in operations, services and business relationships with employees, talent, contractors, the self-employed and other stakeholders. All new hires receive information related to the Human Rights Policy in their induction program, and all employees must complete mandatory compliance and refresher training in human rights.

Equity Policy: The Equity Policy states Randstad's approach and commitment to equity. The company is committed to be an inclusive workplace where everyone can thrive while bringing their best selves to work, along with authentic perspectives and experiences. Focus areas include gender equity, disability inclusion, LGBTQI+ awareness and locally underrepresented groups.

Health and Safety Policy: The global Health and Safety Policy and wellbeing guidelines specify how the company reduces the risk of physical and mental health issues and promotes healthy habits. The core aim is zero fatalities and continual decline of harm. The integrated health and safety framework identifies, monitors and reviews responsibilities and accountabilities at client sites.

Other Workforce Policies:

• Flexibility with intentionality program: Covering various life stages with different leave and flexible working conditions
• Data Security and Privacy policies: Protecting employee data and maintaining privacy standards
• Performance management through Great Conversations program: Ensuring regular development-focused discussions
• Learning and Development policies: Embedded at local, regional and global levels with coaching and mentoring available to all employees

Own Workforce Policies

Work Environment Focus: Our people are at the heart of our business. We are committed to fostering an inclusive work environment where people can thrive and which keeps employees safe and healthy, embraces diversity and reflects the communities we serve. Work environment is one of the six priority areas highlighted in our updated sustainability strategy.

Safety, Health and Well-being: Every day, Roche's employees work to develop solutions to society's most pressing healthcare needs. We place their individual health, well-being and professional growth at the very heart of what we do. By protecting and promoting safety, health and well-being, we encourage innovative thinking and promote high performance. Well-being is not a box to check – it is one of our top priorities.

Mental Health and Well-being Programme: Roche's approach provides colleagues with the resources and education to look after their mental and physical health, which we believe supports them to have balance while doing their best work. Our global mental health and well-being programme promotes well-being best practices across Roche.

Diversity, Equity and Inclusion: Roche is committed to building a workforce that embraces the diversity of communities we serve, and to a culture where every person is valued, accepted and celebrated for who they are. Our leadership inspires outcomes that matter by embracing diversity, equity and inclusion. Different backgrounds, perspectives and experiences, across the entire organisation, foster innovative solutions for the benefit of patients and healthcare systems.

Human Rights Commitment: Roche upholds human rights principles across our own operations and our value chain. We have policies in place as well as a risk management approach to prevent, detect and mitigate risk of potential infringement on human rights and its adverse impacts.

Policies related to own workforce

SOCIAL RESPONSIBILITY Siili's key themes with an impact on the employee experience are remuneration, competence development, well-being, culture, community spirit and meaningful customer projects. Employee well-being is also a strategic objective. Responsible and ethical operations as well as compliance with laws form the foundation of Siili's business.

Key focus areas based on double material analysis - SOCIAL

• With AI in our core, build the best community for digital development professionals
• Work-life balance
• Equal treatment
• Development opportunities

Key metrics from personnel survey

• eNPS, target 65 by 2028
• Engagement, target 75 for 2025

Human rights policy commitments Siili's operations are based on respect for human rights and compliance with applicable laws and regulations. The company's Code of Conduct includes provisions related to human rights, including non-discrimination and equal treatment of all employees.

Due diligence policies on fundamental International Labour Organisation Conventions Siili complies with fundamental ILO conventions through its adherence to local labor laws and regulations in all countries where it operates (Finland, Poland, Germany, USA, Hungary, UK, and Netherlands). The company ensures compliance with local employment legislation and practices.

Processes and measures for preventing trafficking in human beings Siili has established policies and processes to prevent any involvement in human trafficking through its recruitment processes, supplier relationships, and business operations. The company conducts due diligence on its suppliers and business partners.

Workplace accident prevention policy or management system Siili maintains comprehensive occupational health and safety policies and systems across all its operations. This includes providing comprehensive occupational health services and ensuring safe working environments for all employees. The company focuses on promoting well-being at work through various training, events and activities.

Employee welfare is a priority to us. Our various initiatives contribute to enriching well-being at work, such as Solvay Cares that guarantees minimum social benefits to 100% of our workforce, and our Diversity, Equity and Inclusion strategy that develops a sense of belonging and values diversity. We are also taking actions to close gender pay gaps and to promote diversity in recruitment, and are committed to providing a living wage to 100% of our employees by 2026.

Own Workforce Policies:

Stora Enso has established comprehensive policies governing its relationship with employees:

People Promise and Expectations Framework: In 2024, Stora Enso developed a People Promise and Expectations framework closely aligned with its strategy, built on four cornerstones:

1. Provide a Safe, Diverse, and Inclusive Environment:

• Zero-tolerance policy for discrimination, harassment, or bullying
• Commitment to diversity, equity, and inclusion (DE&I) in the workplace
• Value diversity of thought and encourage employees to share their views
• Active participation in continuous safety improvement across all operations
• Mental health awareness and physical safety promotion

2. Drive Customer Value, Performance, and Innovation:

• Customer value prioritization to guide direction and actions
• High performance and innovation promotion across the organization
• Diversity and collaboration support
• Manager skills enhancement and capability building
• Expert partnership development through training programs

3. Grow to Your Full Potential:

• Encouragement for all employees to drive their growth
• Setting high ambitions and embracing development opportunities
• Knowledge, skills, and network enhancement
• Strategic workforce planning ensuring necessary capabilities
• Recruitment and talent initiatives addressing workforce gaps

4. Performance Culture Framework: Positive performance culture based on the 4As:

• Ambition: Setting high standards and challenging goals
• Agility: Quick adaptation and responsiveness
• Analytical Approach: Data-driven decision making
• Accountability: Clear ownership and responsibility

Health and Safety Policy:

• Commitment to providing a safe working environment
• Continuous safety improvement as standard practice
• Mental health and wellbeing support
• Active employee participation in safety programs

Diversity and Inclusion Policy:

• Recognition that diversity includes gender, age, ethnicity, national origin, and other identity aspects
• Commitment to creating an inclusive environment where individual differences are respected
• Equal opportunity and fair treatment for all employees
• Support for employee resource groups (ERGs) such as Rainbow Alliance for LGBTQI+ employees

Policies related to own workforce

Commitment to our people A key component of our strategy is a strong, diverse workforce of talented people, with the passion and drive to make things happen. Working together with talented and qualified people is vital to achieving our mission of creating best-in-class Smart Technologies.

Workplace policy framework:

• We want to ensure that we have an attractive and safe workplace
• Being an attractive and responsible employer is an important commitment that we take seriously
• TKH offers an inspiring, safe, healthy and rewarding environment for all our employees
• We are constantly striving to improve our workplace policies and practices

Health and safety policies:

• Investment in health and safety across all operations
• Implementation of safety management systems and protocols
• Regular safety training and awareness programs
• Target: Accident rate (LTIFR) < 1.0 (achieved 0.7 in 2024)
• Zero tolerance for workplace fatalities (0 fatalities in 2024)
• Illness rate target < 4.0% (achieved 3.97% in 2024)

Diversity and inclusion policies:

• Strong belief that diversity of our workforce will strengthen the success of our strategy
• Priority to promote and safeguard diversity within our organization
• Target: > 25% female executive and senior management by 2030 (21.6% achieved in 2024)
• Focus on creating an inclusive workplace that reflects our society
• Equal opportunities and non-discrimination principles

Employee development and engagement:

• Investment in training and development opportunities for all employees
• Focus on building our strong employer brand to attract the right talents
• Employee satisfaction monitoring: 7.8 achieved in 2024 (target > 7.5)
• Career development and progression opportunities
• Skills development programs aligned with business needs

Working conditions:

• Decent working conditions and fair compensation practices
• Work-life balance support and flexible working arrangements where possible
• Regular employee feedback and consultation processes
• Transparent communication and open dialogue

Governance and compliance:

• Compliance with all applicable labor laws and regulations
• Regular review and updating of workforce policies
• Integration of workforce considerations in business decision-making
• Monitoring and reporting of workforce-related performance indicators

Building on its achievements, the Group strives to constantly improve and adapt its organization to offer a safe and inclusive working environment so that its teams can learn, express their full potential and perform to the best of their ability. Ubisoft makes a point of promoting and enriching a strong corporate culture focused on innovation, with a long-term approach, providing a stimulating working environment in which each individual is respected, promoting the diversity of its teams, developing autonomy to ensure each team is able to thrive, encouraging efficient cooperation, and with particular attention being paid to individual and collective well-being.

Processes for engaging with own workforce and workers' representatives about impacts

Amadeus maintains regular dialogue and engagement with its workforce through multiple channels and mechanisms to address impacts and gather feedback on sustainability and employment matters.

Engagement Mechanisms:

Direct Engagement: • Direct engagement through local, regional and global Amadeus People & Culture teams • Regular communication through intranet and internal weekly communications • Management and employee dialogue through established hierarchical structures

Formal Engagement Processes: • Engagement surveys: Regular employee engagement surveys to gather workforce feedback • Collective bargaining agreements: Formal processes with workers' representatives where applicable • Voice of employee programs and feedback mechanisms

Communication Channels: • Speak Up Channel: Available through corporate website and intranet, regulated by the Speak Up Policy, enabling communications from employees regarding impacts and concerns • Internal communication platforms and regular updates • Participation in external events to showcase expertise and engage with broader workforce community

Engagement Purposes: • Contribute to a sustainable workplace and working life • Attract, grow and engage talented people • Ensure employees have productive, stimulating careers on equal terms • Promote diversity and inclusion • Address workforce concerns and feedback • Look out for employees feeling valued

Outcomes of Engagement: • Inclusion of views and perspectives of employees in Amadeus' actions • Improvement of health and well-being measures • Culture of business integrity • Increased interest in sustainability topics • Culture of belonging and fair treatment • Enhanced employee experience and satisfaction

Governance Integration: Workforce engagement inputs are integrated into: • Double materiality assessment process • Sustainability strategy development • Policy development and updates • Risk management processes • Board and committee reporting through established governance structures

Amadeus aims to maintain and strengthen relationships with its workforce through continuous improvement of engagement processes and responsiveness to employee feedback and concerns.

Processes for engaging with own workforce and workers' representatives about impacts

Employee Representation on Board

Crayon has established formal employee representation at the highest governance level with three employee-elected board members:

• Timmy Herland - Employee Representative (joined 2024)
• Lars Larhammer - Employee Representative (joined 2023)
• Mette Wam - Employee Representative (joined 2022)

These employee representatives participate in all board meetings and committee work, ensuring direct employee voice in strategic decision-making.

Annual Employee Feedback Survey

We conduct comprehensive annual employee feedback surveys to engage with our workforce:

• 62% participation rate in 2024
• 4.13 out of 5 overall score across nine categories
• Results are analyzed and used to inform HR policies and organizational improvements

Leadership Programs and Development

We have established structured programs for employee engagement and development:

• 2024/2025 Female Leadership Program (FLP) - launched to empower women in tech leadership
• Global Empowerment Program (GEP) - first program launched and completed in 2024

Local HR Network

Our network of local human resources (HR) representatives, led by the Chief Human Resources Officer, provides ongoing engagement mechanisms:

• Local HR representatives in key markets provide direct communication channels
• Regular consultation on policies and workplace conditions
• Cultural adaptation of global policies to local contexts across 46 countries

Grievance and Feedback Mechanisms

We have established multiple channels for employees to provide feedback and raise concerns:

• Trust desk for integrity-related concerns
• Whistleblower channel for reporting serious concerns
• Direct communication channels through local HR representatives
• Regular manager-employee dialogues and feedback sessions

Communication and Consultation

Regular engagement occurs through:

• Team meetings and town halls
• Strategic communication of organizational changes
• Consultation on major business decisions that impact employees
• Feedback collection on workplace policies and conditions

With 90 nationalities represented in our workforce of 4,182 employees, we recognize the importance of culturally appropriate engagement approaches adapted to local contexts while maintaining global consistency in our commitment to employee voice and participation.

Processes for engaging with own workforce and workers' representatives about impacts

Danica has established systematic processes for engaging with its workforce and workers' representatives to address impacts, risks, and opportunities related to working conditions and employment practices.

Employee Engagement Surveys

Danica conducts regular employee engagement surveys to: • Assess employee satisfaction and motivation levels • Identify areas for improvement in working conditions • Gather feedback on workplace policies and practices • Monitor progress on employee-related initiatives • Benchmark performance against industry standards

The employee engagement survey includes assessment of satisfaction and motivation, with Danica meeting the target of an employee score of at least 80 out of 100 on satisfaction and motivation.

Collective Bargaining and Social Dialogue

Danica maintains constructive relationships with employee representatives through: • Recognition of employees' rights to collective bargaining • Regular dialogue with worker representatives • Participation in industry-wide negotiations where applicable • Consultation on significant workplace changes • Collaborative approach to resolving workplace issues

Management-Employee Communication

Regular communication channels include: • Town hall meetings and management updates • Department-level meetings and discussions • One-on-one performance review conversations • Open-door policies with management • Employee suggestion and feedback systems

Specific Consultation Processes

Danica engages employees on specific topics such as: • Health and safety matters • Workplace policies and procedures • Training and development programs • Diversity and inclusion initiatives • Environmental and sustainability topics

Worker Representative Involvement

Employee representatives are involved in: • Board of Directors representation (3 employee-elected members) • Health and safety committees • Policy development and review processes • Workplace change management • Resolution of collective employment issues

Feedback Integration

Employee input is systematically integrated into: • Policy development and revision • Workplace improvement initiatives • Training program design • Performance management system updates • Strategic planning processes

These engagement processes ensure that employee voices are heard and considered in decision-making that affects their working conditions, career development, and overall employment experience.

To enable employee's participation and to ensure employee consultation in health and safety matters, KONE runs and participates in local safety forums and councils with employees and their representatives. These forums provide structured channels for ongoing dialogue about health and safety impacts and allow for meaningful participation in the development and implementation of safety measures.

To represent the interests of employees and actively involve them in shaping the company, an employee engagement survey 'Pulse' is conducted annually. This survey provides a formal mechanism for employees to provide input on various aspects of their work experience, including health and safety matters.

The views of employees are also collected through KONE management system which harmonizes safety management practices across KONE and sets minimum requirements to protect the health and address the safety of KONE equipment users, employees and anyone else KONE works with.

Employee participation in health and safety matters is facilitated through various channels including: • Daily interactions and regular employee performance discussions • Internal channels and forums for company-wide discussions • Training opportunities and innovation tools • Local safety forums and councils with employee representatives

Each of our portfolio companies has a workers' council, or a comparable entity, tasked with addressing work-related injuries and health concerns, and proposing improvements. The frequency and format of these meetings vary, based on the structure and needs of each company.

We actively listen to employee feedback by conducting global employee engagement surveys regularly. The survey results are discussed systematically across the organization and translated into actionable plans at all levels of the organization. In addition, we conduct employee surveys targeted at specific groups – for example, new joiners and summer trainees, as well as employees leaving the company.

At a local level, a key element of employee cooperation is that it is driven by local requirements in each country of operation. Neste is committed to following applicable local collective agreements and has local cooperation bodies or works councils in Finland, Rotterdam and Singapore. In 2024, a works council was also established in Amsterdam.

As a result of requests from Neste employees, Neste started negotiations with employee representatives aiming to establish a European Works Council (EWC) that is based on EU legislation.

We believe in open communication and continuous learning from one another, and encourage dialogue to build engagement.

Working Conditions

Novabase has implemented a series of measures that seek to establish well-being and a balance between the professional, family and personal life of its employees.

Some actions that took place in 2024: General Practice Medical Consultations and Psychology Consultations free of charge, with the aim of helping everyone who needs these services, with a guarantee of individual privacy. Other events included a healthy breakfast in partnership with 'Celeiro', chair massage sessions and a webinar on mental health.

Novabase ensures and has its own principles and policies that relate specifically to (i) respect for human rights, (ii) collective bargaining and (iii) guaranteeing the absence of child or forced/obligatory labour. More specifically, the Group has implemented training programs for all employees regarding topics such as equality, diversity, and prevention of harassment. Novabase also has anonymous reporting channels available, as explained in point 'S1-3 — Processes to remediate negative impacts and channels for own works to raise concerns'.

In terms of the value chain, Novabase has implemented a process that defines the rules that are to be followed by suppliers when a supply of services contract is signed and executed between them and Novabase, as explained in point 'ESRS G1-2 – Management of relationships with suppliers'.

The Celfocus Employee Net Promoter Score (e-NPS) offers fundamental insights into the commitment and well-being of employees, and into aspects that are crucial to the sustainability of Novabase business. The score fell to 20 in 2024, after being at 23 in 2023. Although this was a slight drop, it continues to reflect the strong work culture that we have built together. Our commitment remains firm with respect to fostering an all-encompassing and supportive environment, working constantly to improve employee experience and encouraging future improvement.

Gender equality and equal pay for equal work

In view of strengthening Novabase's commitment to developing practices, policies and actions that promote diversity, equality and inclusion in the workplace, in May 2023 we signed the Portuguese Charter for Diversity, an initiative set forth by the Portuguese Association for Diversity and Inclusion in partnership with the High Commission for Migration. In 2024, Novabase Group, through its trademark Celfocus, became a member of the Inclusive Community Forum (ICF).

The Gender Equality, Inclusion and Diversity Plan includes a series of measures based on internal and diagnostic measures that seek to promote equal treatment and opportunity between men and women, eliminating all discrimination related to sex, gender or identity.

With these implemented practices, Novabase remains aligned with all legal and regulatory requirements that apply to its business activity, some of which we have highlighted below:

• Cabinet Resolution no. 20/2112 of 8 March 2012 made it mandatory for all entities of the State corporate sector to adopt an equality plan in view of achieving equal treatment and opportunity between men and women, eliminating discrimination and facilitating reconciliation between personal, family and professional life. This obligation was later extended to publicly traded companies, stipulating in Article 7 that it is mandatory to annually produce equality plans that 'contribute to achieving effective equality of treatment and opportunities between men and women, promoting and eliminating discrimination on the basis of sex and fostering reconciliation between personal, family and professional life';

• Portuguese Law no. 62/2017 also stipulates in Article 5, no. 1 that with regard to publicly traded companies, quotas representing both genders are to be 20% as of the first elective general meeting that takes place after 1 January 2018, and 33.3% as of the first elective general meeting that takes place after 1 January 2020, with respect to all the directors (executive and non-executive) that are part of the administrative bodies;

• The Labour Code, Sub-section III and Sub-section IV – Articles 23 to 65, which addresses the topic of gender equality, namely through general positions regarding equality and non-discrimination, prohibition of harassment, equality and non-discrimination on the basis of sex and parenthood;

• Through Portuguese Law no. 60/2018 of 21 August, the Assembly of the Portuguese Republic approved measures to promote wage equality between women and men for work that is equal or of equal value, using four types of information, assessment and correction mechanisms, having come into force on 21 February 2019.

Novabase follows up on the implementation of all policies and actions, in accordance with its governing model, revising it whenever it deems appropriate..

Training and development of competences

Novabase continues to implement the Second Life Program for equipment reaching the end of its professional life, directed at Novabase Group employees, the latter being able to use the equipment within a family context and thus help reduce digital inequality. In 2024, 120 computers and 15 monitors were sold.

We witnessed a positive trend with regard to volunteer hours in 2024. Through the program 'Acting with a purpose' Novabase has shown its commitment to noble causes and to promoting positive social change, reinforcing its dedication to sustainability and social well-being.

We also highlight participation in the following charitable initiatives:

• We strengthened our commitment to environmental responsibility, contributing to the recycling of electrical equipment and toners. Having collected 744 kg via HappyGreen, we continued to support initiatives that promote sustainability and re-using of resources. This effort reflects our dedication to a more sustainable future, thereby helping to preserve the environment.

• As part of the Papel por Alimentos (Paper for Food) campaign, 2354 kg of paper was donated to the Food Bank. This initiative constitutes not only a significant environmental contribution by promoting recycling and reducing waste, but also has a positive social impact, given that the paper that is collected will be converted into food to help families in need. This gesture is part of our commitment to sustainability and solidarity.

• Nespresso issued a certificate proving the delivery of 477 kg of Nespresso capsules for recycling during the year.

We highlight the following for 2025:

• Participation in the Technovation Girls Program with mentorship of young female students as part of the development of social sustainability projects;

• Development of training programs regarding ESG, construction of inclusive environments and prevention of unconscious biases or understanding of deficiency;

• Promotion and monitoring of use of inclusive language in all means of internal and external communication;

• Using language that is inclusive and non-discriminatory with regard to gender or any other factors when writing job offers;

• Establishment of a partnership with Eurofirms, an employment agency for disabled persons, and sponsorship of training at Code for All for a person with disability;

• Access to the PWN Lisbon – Professional Women's Network, namely 'breakfasts with role models' and training programs/workshops involving individual development of women with high potential at an initial and intermediary level of their careers;

• Launch, analysis and disclosure of Celfocus People Survey to everyone, along with a survey specifically targeting the perception of diversity and inclusion in the work environment;

• Participation in programs and initiatives with external entities, such as PWIT – Portuguese Women in Tech;

• Initiatives for sharing knowledge and/or discussion forums regarding inclusive work practices and with a focus on mental health.

Through these measures, Novabase seeks to mitigate the main risks associated with its sector of activity, which includes a high degree of talent rotation, which can hinder the capacity for innovation and growth, as well as retaining highly specialized professionals in a competitive market. Diversity and inclusion are fundamental challenges, given that the absence of effective policies can result in less collaborative and innovative work environments.

Processes for engaging with own workforce

Employee engagement surveys

We measure employee engagement every quarter through a voluntary and anonymous survey. It is sent to all employees and carried out by an external vendor to ensure independence. Aggregated results are used to identify potential risks and make improvements to working conditions, training and development, access to support programs and other areas where necessary.

Wellbeing monitoring

We maintain a Wellbeing Index, based on our quarterly employee engagement survey, which monitors perceptions of work-life balance and our commitment to wellbeing. This data is used to customize our mental health and wellbeing offerings.

Performance management

Our approach to managing performance includes frequent check-ins between managers and employees on goals, career development, feedback and wellbeing. It is designed to focus teams on activities that create the greatest near- and long-term impact.

Employee resource groups

More than 80 employee resource groups for business-related and cultural topics, which are open to all employees from all backgrounds, create a sense of belonging while offering members an opportunity for personal growth and development.

Collective bargaining and representation

The proportion of employees represented by an employee representative body or covered by a collective bargaining agreement rose slightly to 54% in 2024.

Our SpeakUp Channel, which we launched in October 2024, offers our employees and our value chain workers a safe, anonymous way to report work-related grievances through our OMV Integrity Platform. Through this, we aim to identify and rectify work-related misconduct, fostering a culture of transparency, accountability and trust.

See page 124 for processes for engaging with own workforce and workers' representatives about impacts.

Employees' views of Qt as an employer and workplace are surveyed annually by means of a personnel survey (employee Net Promoter Score eNPS & engagement survey). The survey investigates how employees perceive, for example, communication and giving feedback, well-being at work, the meaningfulness of work, workload, learning and self-development opportunities, leadership and work ergonomics at Qt. The results of the survey are reported to the Group Management Team and each business function's management team, where they are reviewed, and action plans are drawn up at both the company level and the team level.

The results of the survey are also communicated to employees at a company-wide briefing and through internal communication channels. The results also include action plans that have been created based on the survey results. Employees are also informed of the company's key updates in quarterly briefings and the intranet. Communication takes place directly with employees at both the organizational level and the team level. In addition, Qt has employee representatives required by law in Finland, Norway, France, Germany and Japan. Discussions with the employee representatives are carried out in accordance with local legislation. Various resources have been allocated to internal communications, including external tools and working hours of the Management Team, the communications lead, the HR team and external consultants. The Senior Vice President, People & Culture, (a member of the Management Team) has operational responsibility for communications and for ensuring that the feedback of the personnel that emerge from the survey are taken into account.

Qt started a development effort focused on internal communications in the fourth quarter of 2024. Engaging the middle management's stronger participation in communications is a development area for 2025.

In 2025, Qt will develop a pulse survey model to carry out more frequent surveys instead of a single annual personnel survey. The pulse survey model will be gradually implemented in Qt's various businesses. The purpose of the pulse survey is to provide a continuous overview of the situation, allowing to react if necessary and enabling the evaluation of the effectiveness of the implemented measures.

Randstad engages with its own workforce and workers' representatives through multiple structured processes and channels.

Employee Engagement Surveys: Randstad actively tracks engagement with employees via regular surveys and trains managers to leverage the insights created. The company measures and monitors employee engagement at least four times each year. Markets can tailor questions and employees can share comments or have conversations anonymously with their manager or with management in general. Results are shown in a real-time dashboard, helping to identify areas where appropriate action can be taken and positive change championed. In 2024, the engagement score was 7.7 with a healthy participation rate of 88%.

Great Conversations Program: The development of people is a shared responsibility through the Great Conversations program, covering all employees. As well as regular business and performance reviews, employees and managers meet at least once a quarter for a constructive, future-focused conversation. Dialogues and goals focus on development areas and ambitions, as well as output. Two-way feedback between managers and team members is encouraged to open up constructive discussions.

Business Resource Groups (BRGs): Six global Business Resource Groups provide employees with spaces to connect, collaborate, and drive equity and belonging in the workplace. These groups focus on gender equity, disability inclusion, LGBTQI+ awareness and locally underrepresented groups.

Social Dialogue and Collective Bargaining: Randstad is in favor of strong social dialogue (negotiations and consultation between trade unions, employers and government representatives) and collective labor agreements in countries where this is relevant and institutionalized. Collective bargaining is one of the key elements of the human rights policy. The company has formal agreements with relevant trade unions on health and safety topics.

Governance Bodies: Randstad is strongly committed to equity, supported by a global Equity Committee, which acts as an internal executive advisory board. The Equity Committee and Executive Leadership Team are responsible for driving and promoting inclusive leadership behaviors at Randstad.

Real-time Feedback Mechanisms: The company has established mechanisms for ongoing dialogue, with results shown in real-time dashboards. This enables quick identification of areas requiring attention and allows for prompt action to champion positive change.

Workforce engagement processes include townhall meetings, Workvivo communications app, Culture Champions network, quarterly global webinars, and Employee Representative Directors on the Board. Further details would be in the Sustainability Statement (pages 64-172).

Processes for Engaging with Own Workforce

LiveWell@Roche Community: Our Global Live Well Community supports employees to care for themselves and others as much as we care for patients. More than 250 dedicated Live Well Champions across the Roche network help boost awareness and impact throughout the year.

Training and Development: Through education, we aim to equip our people with the tools and resources they need to be at their best. To date, 92,563 employees have completed our employee (mental) health and well-being online training. In 2024, 1,676 colleagues joined our psychological safety workshops.

Professional Support: 2,078 employees took advantage of free professional coaching sessions to boost stress management and well-being. We continue to support employees with a range of other well-being services such as meditation, mindfulness and sleep tools, resilience training, counselling sessions and fitness options.

Employee Engagement on Well-being: We believe that when our people are thriving, we all succeed. Our approach focuses on providing colleagues with the resources and education to look after their mental and physical health, supporting them to have balance while doing their best work.

Processes for engaging with own workforce and workers' representatives about impacts

Siili engages with its workforce through multiple channels and processes:

Employee representation Siili's employees are represented in the management team for the Finnish business by a staff representative. Siili does not have employee representation in other administrative or supervisory bodies in other countries.

Employee engagement channels:

• Growth discussions with individual employees
• Vibemetrics tool for continuous feedback
• Internal meetings and information events
• Personnel representation in Finnish Management Team
• Company events and parties
• Internal communications channels (e.g. Slack)
• Employee Sounding Board for feedback and input
• Whistleblowing channel for concerns and complaints

Key engagement topics with employees:

• Development opportunities and career growth
• Well-being and support by working community
• Work-life balance initiatives
• Rewarding and equal remuneration
• Competence development and training opportunities

Regular monitoring: Employee well-being is monitored by the Board of Directors at least quarterly, and themes related to employee satisfaction, well-being and development are discussed by the HR Committee on a regular basis, at least annually.

The company conducts regular employee surveys to measure engagement and satisfaction, with targets of eNPS 65 by 2028 and engagement score of 75 for 2025.

Social dialogue is essential to us. We continue to engage with our employees through diverse channels and have renewed our global agreement with IndustriALL, the union for the chemical industry.

To strengthen the sense of belonging and reinforce this momentum of change, members of our Executive Leadership Team visited Solvay sites across all regions and businesses, celebrating achievements, engaging with employees in the field to explain our strategy and evolving culture, and discussing challenges.

Processes for Engaging with Own Workforce:

Employee Engagement Surveys: Stora Enso conducts comprehensive employee engagement assessments:

• Global Survey 2024: Response rate of 79% with engagement score of 7.8 (above industry benchmark)
• Regular divisional surveys to support decentralized operating model development
• Continuous adjustment and refinement based on employee feedback
• Inclusion Index: New metric introduced in 2024 scoring 8.4 (average rank in manufacturing sector)

Ongoing Dialogue Mechanisms:

• Regular communication through various channels during organizational changes
• Manager and employee support during transformation processes
• Integration of feedback culture into performance management
• Continuous improvement forums for faster problem-solving

Works Council and Union Engagement:

• Careful adherence to national, union, and Works Council guidance
• Consultation processes for organizational changes
• Compliance with local labor relations requirements
• Transparent communication during restructuring activities

Decentralized Engagement Model: In 2024, Stora Enso progressed in identifying optimal practices within its decentralized operating model:

• Empowerment of divisions for closer employee engagement
• Leaner Group functions enabling more direct communication
• Customer-centricity through improved employee engagement

Division-Specific Engagement: Each division has tailored engagement approaches:

• Packaging Materials: Psychological safety workshops
• Packaging Solutions: Gender diversity in recruitment initiatives
• Wood Products: Purpose reports with development initiatives at divisional and unit levels
• Forest: Young Advisory Board for junior talents and "Experienced and Still Sparkling" program

Employee Resource Groups (ERGs):

• Rainbow Alliance ERG: Supporting LGBTQI+ employees and allies
• Foster awareness and sense of belonging
• Platform for employee networking and support

Communication Campaigns:

• Regular awareness campaigns on diversity and inclusion
• Events coinciding with International Women's Day, Pride Month, and Mental Health Day
• Webinars and discussion forums on various topics

Performance and Development Dialogue:

• Integration of performance management processes across organization
• Active feedback culture promotion
• Connection of employee development with business objectives

Processes for engaging with own workforce and workers' representatives about impacts

Employee engagement approach TKH maintains comprehensive processes for engaging with our workforce to understand and address impacts on employees and ensure their voices are heard in decision-making processes.

Employee satisfaction monitoring:

• Regular employee satisfaction surveys conducted across all operations
• Employee satisfaction rate achieved all-time high at 7.8 in 2024 (target > 7.5)
• Systematic analysis of survey results to identify areas for improvement
• Action planning based on employee feedback to address concerns and opportunities

Communication and consultation processes:

• Regular employee meetings and consultations
• Open communication channels between management and employees
• Transparent communication about company performance, strategy, and changes
• Employee involvement in operational improvement initiatives

Health and safety engagement:

• Regular safety training and awareness programs
• Employee participation in safety committees and risk assessments
• Incident reporting systems and investigation processes
• Safety performance monitoring with LTIFR of 0.7 in 2024
• Zero workplace fatalities achieved through proactive safety engagement

Training and development participation:

• Employee involvement in skills development and training programs
• Career development discussions and planning
• Feedback collection on training needs and effectiveness
• Investment in employee development opportunities

Diversity and inclusion engagement:

• Regular assessment of diversity metrics and inclusion climate
• Employee resource groups and diversity initiatives where applicable
• Feedback on diversity and inclusion policies and practices
• Promotion of inclusive workplace culture

Work-life balance consultation:

• Employee feedback on working conditions and arrangements
• Consultation on flexible working options where possible
• Support for work-life balance initiatives
• Regular review of working time and conditions

Continuous improvement process:

• Regular review of engagement processes and their effectiveness
• Integration of employee feedback into policy development
• Monitoring of engagement outcomes and employee satisfaction trends
• Adaptation of engagement methods based on employee preferences and needs

The Group has processes for engaging with its own workforce through various channels including employee surveys, communities of practice, and regular communication mechanisms. The question 'I feel comfortable being myself at work' received a score of 80 out of 100 in the annual employee survey.

Processes to remediate negative impacts and channels for own workforce to raise concerns

Amadeus has established comprehensive processes to enable workforce members to raise concerns and to remediate negative impacts when they occur.

Primary Grievance Mechanism:

Speak Up Channel: • Available through the corporate website and intranet • Regulated by the Speak Up Policy • Accessible to all Amadeus employees and external stakeholders • Enables communications regarding violations, concerns, and potential negative impacts • Managed by Corporate Compliance and Investigations as an impartial department, free of conflicts of interest

Channel Process: Communications received through the Speak Up Channel may:

1. Be investigated directly by Amadeus
2. Be referred to an external third party (law firm or consultant)
3. Be referred to public authorities when appropriate

Remediation Process: • Investigation: All complaints are properly investigated following established procedures • Determination: If Amadeus determines that a violation has occurred, appropriate action is taken • Disciplinary Action: Appropriate disciplinary or legal action is taken against violators, depending on the severity of the violation • Follow-up: Proper follow-up on complaints received through the Speak Up Channel

Training and Awareness: • Online training is provided to Amadeus employees on proper use of the Speak Up Channel • Training and awareness activities are facilitated to employees on related sustainability topics • Regular communication about the availability and use of grievance mechanisms

Governance and Oversight: • Corporate Compliance and Investigations designated as competent department for complaints • Regular reporting to the Board of Directors through the Audit Committee • Integration with overall risk management and compliance framework

2024 Performance: During 2024, there is no record of any human rights violations received through the Speak Up Channel or otherwise, so no remedial action was required in this area.

Additional Remediation Mechanisms: • Direct engagement through People & Culture teams • Management escalation processes • Collective bargaining agreements and worker representative channels • Integration with human rights due diligence processes

Transparency and Reporting: Amadeus reports on the main concerns received through the whistleblower channel during the year through its Non-Financial Information Statement and sustainability information, ensuring transparency about grievance mechanism effectiveness.

Processes to remediate negative impacts and channels for own workforce to raise concerns

Formal Grievance Mechanisms

Crayon has established 1 grievance mechanism comprising:

• Trust desk for integrity-related concerns
• Whistleblower channel for reporting serious concerns anonymously

These mechanisms provide employees with safe and confidential channels to report concerns about workplace issues, misconduct, or other problems.

Employee Board Representation

Our three employee-elected board members provide a direct escalation channel for workforce concerns to the highest level of governance:

• Employees can raise issues through their elected representatives
• Board-level oversight of employee-related matters ensures appropriate attention and response

Local HR Support Network

Our network of local HR representatives across 46 countries provides accessible support for employees:

• Direct communication channels for raising workplace concerns
• Culturally appropriate support and guidance
• Escalation pathways for unresolved issues

Anti-Discrimination and Harassment Response

The Group strives to be a workplace where there is no discrimination and has processes to address:

• Discrimination based on ethnicity, national origin, descent, skin color, language, orientation, religion, or belief
• Harassment and unequal treatment
• Promotion of equal opportunities and protection of rights

Health and Safety Response

Responsibility for addressing health and safety concerns is shared between Human Resources and Trust Unit teams:

• Compliance with all local workplace safety regulations
• Investigation and response to safety incidents
• Preventive measures to maintain safe working conditions

Performance and Development Issues

Through our annual employee feedback survey (62% participation rate, 4.13 out of 5 overall score), we:

• Identify areas for improvement in the work environment
• Develop action plans to address employee concerns
• Monitor progress on workplace improvements

Remediation Approach

Our approach to remediation focuses on:

• Prevention through clear policies and regular training
• Early intervention through accessible reporting channels
• Fair investigation of all reported concerns
• Appropriate corrective action when issues are identified
• Follow-up to ensure effectiveness of remediation measures

With diversity, equity, inclusion and belonging as one of our top three strategic priorities for 2025, we are strengthening our processes to ensure all employees have equal access to remediation channels and that negative impacts are addressed promptly and effectively.

Processes to remediate negative impacts and channels for own workforce to raise concerns

Danica has established comprehensive processes to address negative impacts on its workforce and provide multiple channels for employees to raise concerns safely and effectively.

Grievance and Complaints Handling Mechanisms

Danica operates formal grievance and complaints handling mechanisms that provide: • Clear, accessible procedures for raising workplace concerns • Multiple reporting channels to accommodate different preferences and situations • Confidential reporting options to protect employee privacy • Anonymous reporting capabilities where appropriate • Timely acknowledgment and response to all reports

Reporting Channels

Employees can raise concerns through various channels: • Direct supervisor or line management • Human Resources department • Internal compliance and ethics hotlines • Employee representatives and works councils • Anonymous tip systems • External ombudsman services where available

Whistleblower Protection

Danica has implemented protection of whistleblowers through: • Clear policies prohibiting retaliation against employees who report concerns • Confidentiality protections for those making reports • Independent investigation processes • Support and counseling services for affected employees • Regular monitoring to ensure no retaliatory actions occur

Investigation Processes

When concerns are raised, Danica follows structured investigation procedures: • Prompt and fair investigation of all reported issues • Independence of investigation teams from implicated parties • Documentation of investigation processes and outcomes • Regular communication with reporting parties about progress • Implementation of appropriate corrective actions

Remediation Measures

Danica implements various remediation measures when negative impacts are identified: • Direct compensation for financial losses • Policy changes to prevent recurrence • Additional training and awareness programs • Disciplinary actions against responsible parties • Workplace environment improvements • Career development support for affected employees

Prevention and Continuous Improvement

Danica focuses on preventing negative impacts through: • Regular risk assessments of workplace conditions • Proactive policy updates based on emerging issues • Training programs for managers and employees • Monitoring of industry best practices • Integration of lessons learned into standard procedures

Monitoring and Effectiveness

The effectiveness of these processes is monitored through: • Regular tracking of complaint volumes and resolution times • Employee feedback on the accessibility and fairness of processes • Third-party assessments of grievance mechanisms • Benchmarking against industry standards • Continuous improvement based on stakeholder feedback

These comprehensive processes ensure that employees have accessible, fair, and effective means to raise concerns and that Danica can promptly address and remediate any negative impacts on its workforce.

In 2024, we established site-level complaint channels for third-party workers during the Porvoo refinery turnaround to address their concerns. We use a range of practices to inform workers about their rights and address their concerns, e.g. informative posters and leaflets, induction sessions, contractor social audits, social toolbox meetings, and site-level complaints channels.

Neste has established various channels for employees to report concerns and potential violations of our Code of Conduct and other policies. These include management reporting lines, HR channels, and anonymous reporting mechanisms.

Pursuant to Portuguese Law no. 93/2021of 20 December and the Recommendations of the Portuguese Institute for Corporate Governance regarding the governance of publicly traded companies and taking into account the fostering of a responsible and compliant culture, Novabase has adopted a system for reporting irregular practices (known as SPI) that may occur within the Group.

Since 2019, Novabase Group has implemented a specific procedure regarding conduct in the event of workplace harassment, which is considered unacceptable by Novabase.

Processes to remediate negative impacts and channels for workforce to raise concerns

SpeakUp grievance mechanism

Employees are required to report actual or suspected incidents of misconduct and can do so in confidence while being protected against retaliation. The mechanism is also open to external parties.

Grievances can be filed via webform or telephone with an independent external service, which is available 24/7. Allegations can also be raised with any manager or Country President, any employee of our ERC, People & Organization, Legal or Global Security teams, or any representative of the local workers council.

Investigation and remediation process

Our process helps ensure that complaints are swiftly received, risk-assessed, prioritized, investigated and resolved. Allegations that represent a higher risk to Novartis are investigated centrally by dedicated investigators. Lower-risk cases are investigated or addressed locally.

After closure of an investigation, we have a remediation process that allows for both the allegation and the root cause to be addressed. Higher-risk cases that are substantiated undergo a central remediation process managed in close collaboration with our second line of assurance, the Corporate ERC Assurance team.

Employee surveys and feedback

Regular surveys (Employee Engagement Survey and Ethics Survey) provide insights on how comfortable Novartis employees feel to speak up.

ListenUp campaign

The ListenUp campaign aims to equip people managers to adequately respond to and address issues raised by their team members.

Our SpeakUp Channel, which we launched in October 2024, offers our employees and our value chain workers a safe, anonymous way to report work-related grievances through our OMV Integrity Platform. Through this, we aim to identify and rectify work-related misconduct, fostering a culture of transparency, accountability and trust.

See page 124 for processes to remediate negative impacts and channels for own workforce to raise concerns.

WHISTLEBLOWER HOTLINE We are committed to fostering a transparent and supportive environment through our whistleblower programme. Our Whistleblower Policy, aligned with the Danish Whistleblower Act and the EU Whistleblower Directive, provides a clear and secure process for employees to confidentially raise concerns.

The policy outlines a clear process for addressing issues raised through our whistleblower channels, including our dedicated hotline. Reports can be submitted confidentially through the EQS system or a designated whistleblower inbox. IACC reviews each case reported through the EQS system and directs it to the appropriate team. In certain cases, external consultants are engaged due to time constraints or data-sharing regulations.

In 2024, we took further steps to build awareness around our whistleblower programme. As part of our ongoing Speak Up! campaign, we launched mandatory whistleblower e-learning to ensure all employees are informed about the hotline and their right to safe, anonymous reporting. The e-learning aims to empower employees with knowledge of the Whistleblower Policy and assure them of fair and protected case handling. Speak Up! posters are displayed in our offices, crafting facilities, distribution centres and stores globally, reinforcing our commitment to a transparent culture.

In 2024, 233 cases were reported through the whistleblower platform, covering issues such as harassment, discrimination, racism and minor grievances. None of the cases had a severe impact on our business operations or a material financial impact.

Qt has recognized that negative impacts on employee health, such as mental health and ergonomics, are likely. The company aims to prevent and remediate these impacts by, for example, training managers to identify the impacts, arranging regular personal discussions between employees and managers, and assigning a dedicated HR business partner for each business unit, who can be contacted with a low threshold. In each of Qt's operating countries, employees have access to either occupational health services or insurance, as well as separate mental health services and/or an early intervention model.

Employees can report concerns, depending on the operating country, to shop stewards, the unit's HR business partners or to the occupational health care provider either through its online service or at an in-person appointment. In some of Qt's operating countries, employees can also use the services of psychologists and psychiatrists as part of occupational health care. Misconduct and other issues can be reported anonymously via a whistleblowing channel that is managed by a third party. Reports received via the whistleblowing channel are immediately communicated to the General Counsel, the CFO and the SVP, People & Culture, and the processing of all whistleblower reports starts within seven days of the report being made.

These various channels are communicated to the employees as part of manager briefings, through the intranet and occupational health care, and through shop stewards, in lectures by work ability consultants and on the Qurious e-learning platform. Qt engages in regular dialogue with employees and the occupational health care provider, thereby monitoring employee concerns. The employees' awareness of the existence of the various structures and channels is not assessed separately.

Randstad has established comprehensive processes to remediate negative impacts and provide channels for its workforce to raise concerns.

Misconduct Reporting: The company maintains a robust misconduct reporting system. In 2024:

• Total number of misconduct complaints: 465 (2023: 400)
• Misconduct complaints (partially) proven: 70 (2023: 51)
• Score awareness of misconduct reporting: 8.4 (2023: 8.6)

Anonymous Reporting Channels: Employees can share comments or have conversations anonymously with their manager or with management in general through the regular engagement survey process. Markets can tailor questions to address local concerns and issues.

Human Rights Remediation: As a signatory to the UN Global Compact, Randstad upholds its Ten Principles on human rights, labor rights, environmental protection, and anti-corruption. The company is committed to preventing or mitigating adverse human rights impacts caused by or linked to operations and services, and addressing such impacts if they occur.

Health and Safety Concerns: The integrated health and safety framework identifies, monitors and reviews responsibilities and accountabilities at client sites. Specialized health and safety managers provide guidance, advise clients and assess health and safety risks as an integral part of the Health and Safety Policy. All employees, talent and others under company control are expected to comply with all relevant legal and regulatory requirements.

Business Principles Compliance: All Randstad employees are familiarized with business principles and policies as part of the onboarding program. This includes mandatory compliance and refresher training in human rights, providing a foundation for understanding appropriate channels for raising concerns.

Continuous Monitoring: The company continuously monitors the understanding of business principles score (8.4 in 2024 vs 8.5 in 2023) to ensure employees are aware of policies and procedures for raising concerns and seeking remediation.

Data Privacy and Security: To address concerns related to data protection, Randstad has rigorous policies and procedures to protect the business from cyber threats and to protect data, which are continually reviewed and refined.

Processes to remediate negative impacts and channels for own workforce to raise concerns

Grievance/complaints handling mechanisms Siili has established multiple channels for employees to raise concerns and report issues:

• Whistleblowing channel: Available for employees to report concerns about misconduct, violations of policies, or other serious issues
• Internal communications channels: Including Slack and other platforms for raising day-to-day concerns
• Employee Sounding Board: Formal mechanism for employee feedback and raising concerns
• Growth discussions: Regular one-on-one meetings between employees and management
• Management representation: Personnel representation in Finnish Management Team
• HR Committee oversight: The Board's HR Committee monitors employee satisfaction and addresses systemic issues

Remediation processes Siili is committed to addressing any negative impacts on its workforce through:

• Investigation of all reported concerns
• Corrective action plans where issues are identified
• Follow-up monitoring to ensure effectiveness of remedial actions
• Protection of whistleblowers and those raising concerns
• Continuous improvement of policies and processes based on feedback

The company's Code of Conduct provides the framework for ethical behavior and includes provisions for reporting and addressing violations. All employees are expected to report concerns and the company ensures that no retaliation occurs against those who report issues in good faith.

Processes to Remediate Negative Impacts and Channels for Own Workforce:

Grievance and Complaint Mechanisms: Stora Enso provides multiple channels for employees to raise concerns and report issues:

Zero-Tolerance Policies:

• Zero-tolerance policy for discrimination, harassment, or bullying
• Clear procedures for reporting violations
• Protection for employees who report concerns in good faith
• Swift investigation and resolution of complaints

Ethics and Compliance Framework:

• Dedicated Ethics and Compliance function as part of governance structure
• Clear reporting channels for ethical concerns
• Regular training on ethical conduct and reporting procedures
• Integration with internal control systems

Management Support Systems:

• Continuous support and communication through various channels during organizational changes
• Manager training on handling employee concerns
• Open communication policies encouraging dialogue
• Regular check-ins and feedback sessions

Safety Reporting Systems:

• Channels for reporting safety concerns and near-misses
• Active participation encouragement in continuous safety improvement
• Investigation and follow-up on safety incidents
• Preventive measures based on reported concerns

Diversity and Inclusion Support:

• Employee Resource Groups (ERGs) providing peer support
• Rainbow Alliance ERG specifically supporting LGBTQI+ employees and allies
• Awareness campaigns and education on inclusive behavior
• Regular monitoring through inclusion metrics and surveys

Organizational Change Support:

• Careful adherence to national, union, and Works Council guidance during changes
• Transparent communication about organizational decisions
• Employee support during transitions and restructuring
• Consultation processes before implementing major changes

Performance and Development Support:

• Regular performance feedback and development discussions
• Career development opportunities and training programs
• Skills development initiatives addressing individual needs
• Strategic workforce planning ensuring employee growth opportunities

Union and Works Council Channels:

• Formal channels through union representatives
• Works Council participation in addressing employee concerns
• Collective bargaining processes for workplace issues
• Compliance with local labor relations requirements

Processes to remediate negative impacts and channels for own workforce to raise concerns

Grievance and concern reporting channels TKH has established comprehensive processes for employees to raise concerns and for the company to address and remediate negative impacts on our workforce.

Reporting mechanisms:

• Open door policies enabling direct communication with management
• Formal grievance procedures for workplace concerns
• Anonymous reporting channels where employees prefer confidentiality
• Regular employee meetings providing forums for raising concerns
• Human resources support for employee concerns and conflicts

Health and safety reporting:

• Comprehensive incident reporting systems for workplace safety concerns
• Regular safety assessments and hazard identification processes
• Employee participation in safety committees and risk reporting
• Investigation processes for all safety incidents and near-misses
• Corrective action plans for identified safety risks

Remediation processes:

• Systematic investigation of reported concerns and complaints
• Clear timelines for addressing and resolving employee concerns
• Corrective action plans for identified negative impacts
• Follow-up processes to ensure effectiveness of remediation measures
• Regular review of remediation outcomes and process improvements

Workplace harassment and discrimination:

• Clear policies prohibiting harassment and discrimination
• Confidential reporting channels for harassment or discrimination concerns
• Investigation procedures for reported incidents
• Disciplinary measures for confirmed violations
• Support services for affected employees

Performance and development concerns:

• Regular performance review processes with feedback opportunities
• Clear procedures for addressing performance-related concerns
• Training and development support for capability gaps
• Career development discussions and planning
• Mentoring and support programs where applicable

Work-life balance and conditions:

• Regular assessment of working conditions and employee wellbeing
• Flexible working arrangements where operationally feasible
• Support for employees facing work-life balance challenges
• Regular review of workload and working time arrangements
• Employee assistance programs where available

Non-retaliation policies:

• Clear policies protecting employees from retaliation for raising concerns
• Communication of rights and protections for whistleblowers
• Monitoring for retaliation and protective measures when needed
• Training for managers on appropriate response to employee concerns

The Group has implemented processes to remediate negative impacts and channels for the workforce to raise concerns as part of its commitment to maintaining a safe and inclusive working environment.

Based on the report, S1-4 content covers multiple material sub-topics for own workforce. The report indicates comprehensive actions are being taken across secure employment/collective bargaining/adequate wages, working time/work-life balance/health and safety, diversity/gender equality/equal pay, and training and skills development. However, the specific detailed content appears to be distributed across different sections covering these various workforce sub-topics rather than consolidated in one S1-4 section.

Taking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions

Strategic Priority Actions

As diversity, equity, inclusion and belonging is one of our top three strategic priorities for 2025, we are taking focused action to address material workforce impacts:

Diversity, Equity and Inclusion Programs

• 2024/2025 Female Leadership Program (FLP) launched to empower women in tech leadership
• Global Empowerment Program (GEP) - first program launched and completed in 2024
• Global DEI road map refreshed annually to guide our DEI initiatives

Current Workforce Composition (2024):

Risk Management Actions

Health and Safety

• Zero work-related fatalities or injuries in 2024
• 2.2% absence rate from work due to sickness
• Compliance with all local workplace safety regulations across 46 countries

Employee Engagement and Retention

• Annual employee feedback survey with 62% participation rate
• 4.13 out of 5 overall score across nine engagement categories
• Results used to develop targeted improvement actions

Talent Development and Growth

• Investment in leadership development programs
• 161 new FTEs added during 2024, demonstrating continued growth and opportunity creation
• Focus on internal capability building and career progression

Compensation and Benefits

• Employee Stock Purchase Plan (ESPP) providing all employees opportunity to acquire shares at 20% discount
• NOK 35m in share-based compensation allocated in 2024
• 1,162,752 treasury shares allocated to employees under share-based programs

Anti-Discrimination Measures

• Implementation of Norwegian Anti-Discrimination Act principles
• Crayon Integrity Handbook outlining expected behaviors including treating others with respect and being inclusive
• Focus on equal pay and equitable access to opportunities and resources

Effectiveness Measurement

Positive Indicators:

• High employee engagement scores (4.13/5)
• Strong participation in voluntary programs (62% survey participation)
• Diverse workforce representation (90 nationalities)
• Zero safety incidents in 2024
• Successful completion of empowerment programs

Areas for Improvement:

• Gender balance - currently 32.5% women, with continued focus on improving representation
• Leadership development - ongoing investment in female leadership and empowerment programs

Future Actions (2025 Strategic Priority)

With diversity, equity, inclusion and belonging as a top strategic priority for 2025, we will:

• Expand leadership development programs
• Strengthen DEI measurement and accountability
• Enhance inclusive recruitment practices
• Develop targeted retention strategies for underrepresented groups

Our approach demonstrates systematic attention to workforce-related material impacts with measurable progress and commitment to continuous improvement.

Training and awareness

Training and awareness are one way to increase equality and inclusion. For example, training is carried out for most employees in the areas of unconscious bias and diversity, equality and inclusion (DE&I) as well as training on the responsible use of AI.

Action 2024: Annual training on unconscious bias and diversity, equity, and inclusion (DE&I). Training in responsible AI usage to enhance operations and creativity. Trainee programs to attract young talents from diverse backgrounds. A fair recruitment process to minimize bias.

Due to the organizational changes implemented in 2024, a significant part of employees were impacted by line manager change, lateral move, demotion, promotion or reclassification of the job. The number of line managers was reduced as the average size of teams increased. The organizational changes led to a reduction of approximately 390 roles globally. Neste offered change support for all employees globally. Career coaching was provided for those who were made redundant.

To improve cost effectiveness and strengthen long-term competitiveness, Neste simplified its organizational structure and operational model and streamlined business and function-level operations during 2024.

We provide versatile learning opportunities to support the growth of our people. To support the growing demand for continuous learning, we launched a new learning platform, WeLearn, in October 2024. The average time spent in learning programs for Neste employees in 2024 was 18.5 hours.

The company's own labour force is an essential of Novabase operations. As such, various indicators are monitored in order to limit any negative impacts, manage risks and take advantage of opportunities.

With regard to the social pillar, 2024 saw an overall upward trend for the target indicators established by Novabase in 2023, for the short, medium and long term:

For 2025, the company will continue to strengthen this progress, consolidating the achieved results and spurring on new initiatives aligned with its strategic objectives.

Taking action on material impacts and managing risks and opportunities

Talent management and development

We recognize that preparing for the future requires a workforce with a depth and breadth of skills. That is why we invest in the development of our people for current and future skills, offering access to business-critical, personal and professional development training.

We also place emphasis on continuous learning, career development and employees taking full ownership of their growth, guided by their manager and supported through enterprise tools and solutions.

Leadership development

We invest in our leaders to strengthen their ability to lead and develop people, navigate complexity, and deliver collective impact. We develop our leaders based on their needs and role, through training programs and on-demand measures, such as individual coaching and team effectiveness resources.

AI-enabled talent marketplace

Employees can use internal AI-based platforms to manage how they learn, find new roles, and develop their skills and experiences through new projects, job rotations, mentoring or volunteering.

Early career programs

In 2024, we enhanced our Early Career program to identify, hire and develop early career talent linked to future skill gaps, so that the business has pools of early career talent with the right specialized knowledge, skills and experiences.

AI upskilling

Additionally, we launched AI upskilling efforts to equip our workforce with the skills to leverage AI technologies, driving innovation and improving efficiency.

Mental health and wellbeing

We offer support and learning tools to help employees care for themselves and others by prioritizing their mental health and wellbeing. Through global and local campaigns and engagement activities, we build awareness and de-stigmatize the conversation around mental health.

We have a training program for Mental Health First Aiders, who are equipped with the skills and confidence to have supportive confidential conversations with coworkers and peers, and guide them to the appropriate professional support if needed.

See page 124 for taking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities.

Secure employment and employee turnover

Qt aims to improve employee engagement particularly by developing leadership, providing opportunities for growth and learning at work, and by providing additional training. In 2024, leadership training will be increased and made more systematic as part of the annual calendar. The middle management's competence and opportunities for influence will be strengthened in particular.

Work-life balance

Qt aims to promote a flexible working life and support the employees' well-being and ability to cope with the demands of work by enabling flexible working hours and hybrid work. Reduced working hours can also be negotiated at the employee's initiative in special circumstances. In 2025, country-specific guidelines for flexible working hours will be developed, and flexible working hours will be made possible, for example, at the start and end of the working day. Qt's hybrid work policy will be implemented more effectively through internal communications in 2025.

Adequate remuneration

Qt is committed to paying fair and competitive wages to its employees. To ensure this, Qt carries out an annual wage survey in which Qt's wage level is compared with market data and the wage levels are reviewed and, if necessary, modified on a role-specific basis.

Social dialogue (employee satisfaction)

Qt conducts a job satisfaction survey annually. The results are discussed in the Group Management Team and unit-specific management teams. Action plans are drawn up on the basis of the results at all levels of the organization, including team-specific action plans. From 2025 onwards, in addition to the annual survey, more frequent pulse surveys will be carried out to obtain more up-to-date feedback from employees.

Health and safety

In each of Qt's operating countries, Qt's employees have access to either occupational health services or insurance and early intervention model. In addition, employees also have access to separate mental health services in some of the operating countries. Qt has recognized that employees do not have enough information about the available services. With this in mind, managers at Qt will be provided training in 2025 on the tools available for supporting mental health. The aim is also to extend the good practices of mental health services to all of Qt's operating countries. In order to identify mental health problems in a timely manner, Qt's occupational health care services in Finland use, among other things, a separate health examination related to work and mental health as well as tripartite negotiations with the employee, the manager and an occupational health nurse or psychologist.

Gender equality and equal pay

To promote equal pay, Qt updated its career framework in 2023. The framework specifies the skills required for each task and the remuneration for each task. The aim is to provide a transparent framework for career development and remuneration. In 2024, Qt also started preparing for the implementation of the EU's Pay Transparency Directive.

Training and skills development

In order to support the competence and career development of employees, a development discussion is held once a year for each employee. The discussions assess the employee's current role as well as career development goals and opportunities. In addition to the development discussions, the aim is to maintain active dialogue between the manager and the employee. To support the career development of managers, the first version of the career path was implemented in 2023 in Finland. The next version of the career path began to be expanded to different countries in 2024. Employees also have access to training material on the Qurious learning platform. Qurious was established in 2023, and new courses are added regularly.

Employee diversity

Employee diversity in its broad definition has been identified as one of Qt's material opportunities. Concrete further specifications and measures are planned for 2025.

Measures against violence and harassment in the workplace

Qt has not taken or planned any particular measures against violence or harassment due to the low number of incidents and reports. All reports (1 in 2024) are appropriately processed and addressed on a case-by-case basis. Thus far, Qt has not recognized a need for structural measures.

Employee data protection

Aside from continuous processes, Qt does not have separate measures for the development of data protection. The situation will be reviewed in 2025 and new measures will be planned if necessary.

Randstad takes comprehensive action on material impacts on its own workforce through systematic approaches to managing risks and pursuing opportunities.

Equity and Inclusion Actions: Randstad is strongly committed to equity, supported by a global Equity Committee acting as an internal executive advisory board. The company has established a dedicated taskforce to accelerate progress towards more balanced representation of women in leadership roles. The percentage of female leaders rose from 37.7% in 2023 to 40.8% in 2024. Six global Business Resource Groups provide spaces for employees to connect, collaborate, and drive equity and belonging in the workplace.

Learning and Development: Ongoing training and development is essential to Randstad's success and core to the employee value proposition. Learning and Development is embedded at local, regional and global levels, with coaching and mentoring available to all employees regardless of seniority. In 2024, 47,300 employees were trained (2023: 48,200) with 772,900 employee training hours (2023: 806,200).

Performance Management: The Great Conversations program covers all employees with regular business and performance reviews. Employees and managers meet at least once a quarter for constructive, future-focused conversations focusing on development areas and ambitions. Two-way feedback between managers and team members is encouraged.

Health and Safety Management: The company maintains an integrated health and safety framework with specialized health and safety managers providing guidance and assessing risks. The core aim is zero fatalities and continual decline of harm. Formal agreements exist with relevant trade unions on health and safety topics.

Reward and Recognition: Randstad ensures employees are rewarded fairly for their contributions through transparent rewards structures aligned with personal achievements and company success. Remuneration is based on real outcomes, including behaviour and professional development. The company offers share purchase plans and long-term incentives for senior leadership.

Employee Engagement: Employee engagement is actively tracked via regular surveys at least four times per year, with results shown in real-time dashboards. In 2024, the engagement score was 7.7 with 88% participation rate. This enables identification of areas requiring action and positive change.

Effectiveness Measures:

• Employee engagement score: 7.7 (2023: 7.9)
• Understanding of business principles score: 8.4 (2023: 8.5)
• Women in management positions: 50% (2023: 50%)
• Women in senior leadership positions: 40% (2023: 38%)

Taking Action on Material Impacts on Own Workforce

Well-being Initiatives: In 2024, we strengthened ongoing initiatives and introduced several new ones, including:

• Well-being resources – training, coaching and more: through education, we aim to equip our people with the tools and resources they need to be at their best
• 92,563 employees have completed our employee (mental) health and well-being online training
• 1,676 colleagues joined our psychological safety workshops in 2024
• 2,078 took advantage of free professional coaching sessions to boost stress management and well-being
• Range of other well-being services such as meditation, mindfulness and sleep tools, resilience training, counselling sessions and fitness options

Risk Management: Not providing industry-leading work-life balance programmes results in decreasing employee retention and a loss or lack of potential top talent, which in turn leads to an increase in recruitment costs and reputational damage. We manage this risk by protecting and promoting safety, health and well-being.

Diversity and Inclusion Actions: A low diversity, equity and inclusion level results in potential reputational damage. Roche is committed to building a workforce that embraces the diversity of communities we serve, and to a culture where every person is valued, accepted and celebrated for who they are.

LiveWell@Roche: Our Global Live Well Community supports employees to care for themselves and others as much as we care for patients. More than 250 dedicated Live Well Champions across the Roche network help boost awareness and impact throughout the year.

Taking action on material impacts on own workforce

Siili has identified several material impacts related to its own workforce through its double materiality analysis and takes the following actions:

Positive impacts being advanced:

Working conditions:

• Full freedom of association: Employees have diverse opportunities to participate in Siili's decision-making through employee representation, sounding boards, and regular feedback mechanisms
• Flexible working arrangements: Implementation of working time tracking and flexible working hours to support work-life balance
• Work-life balance: Active promotion of employee well-being through various programs, events, and flexible work arrangements

Equal treatment and opportunities:

• Competence development: Continuous investment in employee development through training programs, particularly in AI and data expertise (43% increase in data and AI experts in 2024)
• Workforce diversity: Enhancement of workforce diversity, though acknowledging challenges in the IT sector
• Safe working environment: Providing a safe working environment for all employees across all locations

Actions to address risks:

• International collaboration practices: Working to apply employee-management collaboration practices used in Finland to other operating countries
• Employer brand protection: Prioritizing diversity development to maintain strong employer reputation (achieved 10th place in Young Professional Attraction Index survey by Academic Work in 2024)

Effectiveness monitoring:

• Regular employee satisfaction surveys with specific targets (eNPS target of 65 by 2028, engagement target of 75 for 2025)
• Quarterly monitoring by Board of Directors
• Annual review by HR Committee
• Continuous feedback through multiple channels

Siili's strategic priority to be a "community of top talent" directly addresses these material impacts, with actions focused on strengthening corporate culture, providing continuous learning opportunities, and maintaining employee well-being.

Taking Action on Material Impacts on Own Workforce:

Organizational Transformation Actions:

Profit Improvement Programme (2024):

• Implemented systematic approach to enhance competitiveness while supporting employees
• Reduction of approximately 1,000 employees but no closures of production sites
• Reductions proportional to division sizes addressing market conditions
• Careful adherence to national, union, and Works Council guidance
• Continuous support and communication through various channels

Decentralized Operating Model:

• Progress in identifying optimal practices within decentralized model
• Empowerment of divisions to create more customer-centric approach
• Leaner Group functions while maintaining employee support
• Enhanced local decision-making capabilities

Performance Culture Development:

4As Framework Implementation:

• Ambition: Raising performance standards and challenging teams
• Agility: Developing quick response capabilities
• Analytical Approach: Data-driven decision making
• Accountability: Clear ownership and responsibility structures
• Building high-performing teams and transparent company culture

Employee Development Actions:

Skills and Capability Building:

• Manager skills enhancement through training programmes, workshops, webinars, and conferences
• Sales Academy for sales teams and other functions to drive market performance
• Strategic workforce planning ensuring necessary capabilities
• Career development opportunities addressing individual growth

Diversity, Equity and Inclusion Initiatives:

• Stora Enso ranked top leader in Financial Times Diversity Leaders index
• 24% women among all managers
• 80 different citizenships represented among employees
• Division-specific DE&I actions:
  • "Female Leader Engineer Talent Programme Cooperation"
  • "Female Power Talks" programme in Austria
  • Young Advisory Board for junior talents in Forest division
  • "Experienced and Still Sparkling" programme for experienced employees

Health and Safety Actions:

• Active promotion of continuous safety improvement across operations
• Mental health awareness programs through webinars and discussion forums
• Physical safety measures and training
• Integration of safety into daily operations

Engagement and Communication:

• Employee engagement score 7.8 (above industry benchmark)
• 79% response rate in global engagement survey
• Inclusion Index score 8.4 (average in manufacturing sector)
• Regular communication campaigns on diversity and inclusion
• Employee Resource Groups fostering belonging and support

Effectiveness Measurement:

• Regular engagement surveys measuring progress
• Performance tracking against diversity metrics
• Safety performance monitoring
• Feedback mechanisms for continuous improvement
• Integration with business performance indicators

Taking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions

Strategic approach to workforce management TKH takes comprehensive action to address material impacts on our workforce while managing risks and pursuing opportunities related to our people.

Health and safety actions and effectiveness:

• Implementation of comprehensive safety management systems across all operations
• Effectiveness: LTIFR of 0.7 achieved in 2024 (target < 1.0)
• Effectiveness: Zero workplace fatalities recorded in 2024
• Effectiveness: Illness rate of 3.97% achieved (target < 4.0%)
• Regular safety training and awareness programs
• Investment in safety equipment and workplace improvements

Diversity and inclusion initiatives:

• Active programs to promote diversity in executive and senior management
• Effectiveness: 21.6% female representation in executive and senior management (progressing toward 2030 target of > 25%)
• Focus on creating inclusive workplace culture
• Equal opportunity policies and non-discrimination measures
• Recruitment practices designed to attract diverse talent

Employee engagement and satisfaction:

• Comprehensive employee satisfaction monitoring and improvement programs
• Effectiveness: Employee satisfaction rate achieved all-time high at 7.8 in 2024 (exceeding target > 7.5)
• Regular communication and consultation processes
• Investment in employee development and training opportunities
• Focus on building strong employer brand

Skills development and career opportunities:

• Significant investment in training and development programs
• Management development programs and meetings
• Skills development aligned with business technology advancement
• Career progression opportunities within the organization
• Knowledge sharing and development initiatives

Talent attraction and retention:

• Strong focus on building employer brand to attract right talent
• Competitive compensation and benefits packages
• Key employee participation in share-based compensation plans
• Inspiring and rewarding work environment
• Challenge addressed: Shortage of qualified staff in challenging labor market

Workforce optimization and efficiency:

• Total workforce of 6,640 FTEs at year-end 2024 (compared to 6,899 in 2023)
• 351 temporary employees providing operational flexibility
• Organizational optimization to improve efficiency and effectiveness
• Integration of acquired companies and talent

Risk management effectiveness:

• Proactive identification and management of workforce-related risks
• Regular monitoring of key workforce performance indicators
• Integration of workforce considerations in strategic planning
• Continuous improvement in workforce management practices

Continuous improvement approach:

• Regular review of workforce policies and practices
• Benchmarking against industry best practices
• Integration of employee feedback into improvement initiatives
• External verification of workforce performance through sustainability reporting

Taking action on material impacts on own workforce includes the Group's efforts to constantly improve and adapt its organization to offer a safe and inclusive working environment. This includes promoting a strong corporate culture, providing stimulating work environments, and encouraging efficient cooperation with attention to individual and collective well-being.

Based on the report structure, S1-5 covers targets related to managing material impacts, risks and opportunities for own workforce across multiple sub-topics including secure employment/collective bargaining/adequate wages, working time/work-life balance/health and safety, diversity/gender equality/equal pay, and training and skills development. The specific targets are distributed across these different workforce areas rather than consolidated in one section.

Furthermore, we have set ourselves the target of increasing the proportion of women in leadership positions to 30% by 2030. The global proportion of women in positions with disciplinary responsibility was 29.3% in 2024 (2023: 28.4%).

Furthermore, we would like to create a work environment in which more than 80% of our employees feel that they can thrive and perform at their best at BASF. In 2024, we reached a rate of 79% (2023: 79%).

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Strategic Priority Target Areas

As diversity, equity, inclusion and belonging is one of our top three strategic priorities for 2025, we have established this as a key target area for workforce-related impacts.

Five-Year ESG Strategy Framework (2025-2030)

Our ESG strategy includes specific focus areas under the Social pillar with the vision "To serve and develop people inside and outside our organization":

Target Focus Areas:

1. Diversity, equity, inclusion & belonging (Strategic Priority 2025)
2. Employee advocacy, well-being and growth
3. Talent attraction and recruitment practices
4. Employee remuneration and benefits
5. Training and skills development metrics

Health and Safety Targets

• Maintain zero work-related fatalities or injuries (achieved in 2024)
• Continue compliance with all local workplace safety regulations across 46 countries
• Maintain low sickness absence rates (2.2% in 2024)

Employee Engagement Targets

• Maintain high employee engagement scores (4.13 out of 5 achieved in 2024)
• Improve survey participation rates (62% in 2024)
• Annual refresh of global DEI road map to guide initiatives

Development and Leadership Targets

• Expand leadership development programs building on:
  • 2024/2025 Female Leadership Program (FLP)
  • Global Empowerment Program (GEP) completion in 2024
• Continued investment in employee development and career progression

Diversity and Inclusion Targets

• Address gender balance improvement from current 32.5% women representation
• Maintain and celebrate workforce diversity (90 nationalities represented)
• Strengthen inclusive recruitment and promotion practices

Employee Ownership and Benefits Targets

• Continue Employee Stock Purchase Plan (ESPP) offering shares at 20% discount
• Maintain employee participation in share-based compensation programs
• Ensure equitable access to benefits and opportunities

Implementation Approach

Following a 'global framework, local ownership' model for ESG strategy implementation, targets will be:

• Set at global level for consistency
• Adapted for local implementation across 46 countries
• Monitored and measured regularly
• Reported transparently in annual sustainability statements

Target Setting Timeline

As part of our five-year ESG strategy (2025-2030), specific quantitative targets will be developed and disclosed during 2025 as we implement our strategic priorities, with particular focus on diversity, equity, inclusion and belonging as the priority area for workforce-related impacts.

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Health and Safety Targets

Confirmed of the TRIR ≤0.40 over the 2025-2028 four-year period

Training and Development Targets

+15% hours of training by 2028 compared to 2024

Gender Diversity Targets

+4 percentage points of female population by 2030 compared to 2020

+3.8 percentage points of female staff in positions of responsibility (Managers and Executives) by 2030 compared to 2020

Zero Accidents Goal

The organization maintains and strengthens its commitment to operational safety and the pursuit of the goal of zero accidents in the workplace, which we continue to support with significant professional and economic resources.

Workforce Targets

Progress: We have continued to work to promote a work environment that values gender diversity, a commitment demonstrated by the increase in both female managers and the hiring of women with STEM degrees compared to 2023.

Our target is to annually increase gender representation to be in line with industry reports. 40% of the workforce to consist of female or non-binary employees. Base year of target is 2022.

We are committed to training our employees on human rights and labor standards. Human rights training is integrated into our global induction for new employees and all Neste employees are required to complete a mandatory Code of Conduct e-learning course, which includes topics on advancing respect for human and labor rights.

In 2024, we supported the wellbeing of our employees by providing various services globally and additional support like webinars on change adaptation and resilience.

We encourage everyone to be the leader of their own development by driving clarity, supporting growth and empowering renewal. This includes regular Forward discussions with line managers to discuss development plans and set learning goals.

Own Workforce Targets

Number of fatal accidents: Zero fatal accidents

Total recordable injuries: Zero life-changing injuries

Share of women employees: 25 percent share of women by 2025 (in permanent and temporary positions combined)

Share of women leaders: 25 percent share of women leaders by 2025

Employee inclusion: 78 percent inclusion index score by 2024

In 2024 no specific targets have yet been set. The Group continues to assess its initiatives and respective results, taking into account the policies implemented at Novabase.

Targets related to managing impacts, risks and opportunities

Human capital aspirations

Pay equity and transparency targets

EPIC commitments for 2027

We renewed our EPIC pledge in 2023 with aspirational goals for 2027:

• To maintain gender-balanced representation in management
• To review our human resources practices beyond base pay to eliminate any further potential sources of bias from the system
• To make the requirements of the new EU Pay Transparency Directive our global minimum standard for pay equity and pay transparency reporting

Future targets

• Employees covered by regular pay equity study for total pay: 2027 target (planning of global program started)
• Employees with total pay transparency to internal benchmarks: 2027 target (planning of global program started)
• Employees covered by review and remediation planning for key HR processes: 2027 target (review of global policies and procedures started)

We are carefully monitoring workplace stress levels, targeting a 10% annual reduction in the number of employees reporting symptoms of stress. Although we did not meet this target in 2024, when overall stress levels remained unchanged year-on-year at 13.8%, we will continue to implement new measures to address symptoms of stress at the earliest opportunity.

See page 124 for targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities.

Qt has not set measurable, result-oriented targets regarding the management of material impacts, risks and opportunities related to its own workforce. The aim is to set the targets in accordance with the minimum information requirements by the end of 2026, and the setting of relevant targets will be assessed separately for each material impact, risk and opportunity.

However, Qt monitors the impacts, risks and opportunities related to its own workforce in different ways.

Material Sustainability Topic Monitoring:

Randstad has established specific targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities related to its own workforce.

Gender Equity Targets: By 2030, Randstad aims to achieve gender parity in senior leadership positions. Progress is being made with women in senior leadership positions increasing from 38% in 2023 to 40% in 2024. The company has established a dedicated taskforce to accelerate progress towards more balanced representation of women in leadership roles.

Employee Engagement Targets: The company maintains targets around employee engagement, measured through regular surveys at least four times per year. The 2024 engagement score was 7.7 with a healthy participation rate of 88%, measured against true benchmarks.

Health and Safety Targets: The core aim is zero fatalities and continual decline of harm. This target is supported by the integrated health and safety framework and specialized health and safety managers across operations.

Training and Development Targets: Ongoing training and development is positioned as essential to Randstad's success. In 2024, 47,300 employees received training with 772,900 employee training hours delivered. Coaching and mentoring are available to all employees regardless of seniority.

Equal Pay Targets: Under the guidance of the Equity Committee, a task force has been created to focus on equal pay. As part of the commitment to fair practices, several markets have chosen to apply for local equal pay certification.

Business Conduct Targets: The company targets high scores for understanding of business principles (8.4 in 2024) and awareness of misconduct reporting (8.4 in 2024), with all employees required to complete mandatory compliance and refresher training.

Diversity and Inclusion Targets: The company has established focus areas including gender equity, disability inclusion, LGBTQI+ awareness and locally underrepresented groups, supported by six global Business Resource Groups.

These targets are integrated into the company's strategic planning and regularly monitored through various metrics and KPIs reported in the annual sustainability statements.

Workforce targets include 33% female representation in senior leadership by 2025 (currently 26%). Further details would be in the Sustainability Statement (pages 64-172).

Workforce-Related Targets

Diversity and Inclusion Targets

• At least 30% women employees
• At least 35% women managers
• Incorporation of Diversity and Inclusion target in the Performance Share Plan

Learning and Development

• Saab establshed a target of 40 learning hours per employee per year

Occupational Health and Safety

• Reduce number of work-related accidents, measured by decreased TRIFR by 25% (compared to 2024)
• Improve employees experienced work life balance and reach benchmark top 25th percentile (8.3)

Progress Update

Progress were made however we did not accomplish internal targets on OHS-targets and share of women managers. Saab will further focus on these areas in 2025.

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Employee engagement and satisfaction targets:

Strategic workforce objectives:

• Community of top talent: Be the most desirable community among digital development professionals
• Competence development: Continuous enhancement of employee skills, particularly in AI and data (achieved 43% increase in data and AI experts in 2024)
• Work-life balance: Maintain and improve flexible working arrangements and employee well-being programs
• Diversity and inclusion: Continue efforts to enhance workforce diversity while addressing IT sector challenges

Risk management targets:

• Maintain strong employer brand and reputation
• Ensure applicability of best practices across all operating countries
• Zero tolerance for discrimination or unsafe working conditions

Implementation approach: Siili will establish detailed sustainability goals and indicators in 2025, with the Board of Directors confirming specific targets and action plans. The integration of these targets into Siili's management system will be planned and implemented during 2025.

Monitoring and review:

• Quarterly monitoring by Board of Directors
• Annual comprehensive review by HR Committee
• Regular employee surveys and feedback collection
• Progress reporting in annual sustainability statements

These targets support Siili's strategic priority of being a community of top talent and directly address the material impacts, risks, and opportunities identified through the double materiality analysis.

Diversity targets:

• 30% Women in mid & senior management by 2030
• Living wage for 100% of workforce in 2026

In 2024 we completed the global living wage analysis for all of the countries it operates in, with a strive to close the gap in 2025.

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Health and safety targets

Diversity and inclusion targets

Employee engagement and satisfaction targets

Workforce development targets

Talent attraction and retention targets

Long-term strategic workforce targets

By 2030:

• Achieve > 25% female representation in executive and senior management teams
• Maintain LTIFR < 1.0 across all operations
• Sustain employee satisfaction scores above 7.5
• Ensure workforce accurately reflects society's diversity and inclusiveness
• Continuous improvement in health and safety performance

Risk mitigation targets

• Address shortage of qualified staff through enhanced employer branding
• Improve talent attraction in challenging labor market conditions
• Maintain workplace safety standards across all operations
• Ensure compliance with all applicable labor laws and regulations

Opportunity pursuit targets

• Leverage diverse workforce to strengthen strategic success
• Enhance innovation through inclusive and engaged workforce
• Build competitive advantage through superior employee satisfaction
• Develop workforce capabilities aligned with technology leadership position

Characteristics of the undertaking's employees

Total Workforce: As of December 31, 2024, Amadeus total workforce in terms of headcount was 20,643, representing an increase of 2,013 employees compared to the previous year (18,630 in 2023).

Geographic Distribution: This workforce is spread across 100+ offices around the globe.

Data Source: Data extracted from the Group's ordinary system (Workday), including all permanent and temporary employees of Amadeus IT Group in controlled companies. Figures do not include the entities considered as Joint Ventures and Associates. Headcount as of the end of the reporting period.

Workforce Growth: The significant increase in workforce (+2,013 employees, +10.8%) reflects Amadeus' continued business expansion and growth across multiple geographic markets, with notable increases in India (+644), Spain (+311), Portugal (+385), Colombia (+154), and other regions.

Global Presence: The geographic distribution demonstrates Amadeus' truly global business model with substantial operations across Europe, Asia-Pacific, North America, and other regions, supporting its role as a technology company serving the global travel industry.

Characteristics of the undertaking's employees

78,100 employees working in 68 countries representing 137 nationalities

Employee evolution

Breakdown by Regional Business Unit

Gender breakdown:

Geographical distribution:

Functional group distribution:

R&D employees:

*For 2024, including integration of Cinionic

BASF had 111,822 employees in 92 countries in the 2024 business year and operated 235 production sites worldwide.

~10,000 R&D employees

€11.2 billion Personnel expenses

Employees

Key workforce metrics for 2024:

• Total employees: 3,082 (as reported in key highlights)
• As at 31 December 2024, the Group's headcount stood at 3,082 employees, 37 more than at the end of 2023, mainly related to the expansion of the concrete production perimeter in Denmark.
• Personnel costs increased by approximately EUR 9 million compared to 2023 but were lower than the budget for 2024. The change is mainly due to the adjustment of personnel costs with respect to rising inflation, as also provided for in many local trade union agreements, turnover and recruitment processes and, lastly, to the effects due to currency exchange rates.

Characteristics of the undertaking's employees

Workforce Overview

As of December 31, 2024, the Covestro Group comprised 55 (previous year: 57) consolidated companies in three regions in addition to Covestro AG, and employed 17,503 FTE (previous year: 17,516), counted in full-time equivalents (FTEs). This corresponds to a total number of own employees of 18,021.

Regional Distribution

Note: The number of permanent or temporary employees is stated in full-time equivalents (FTEs). Part-time employees are included on a pro-rated basis in line with their contractual working hours. Board of Management members, employees in vocational training, and interns are not included in this metric because of their special employment relationship.

Corporate Culture

"We Are 1" Culture: Our strong corporate culture is the starting point for the success of our 'Sustainable Future' strategy. What feeds my optimism above all are our employees, with their know-how, their commitment and the very special spirit that is based on our culture and values. In the future, we will promote agile cooperation in the company even more strongly and make sure that skills and talents are used in a tailor-made way.

Employee Development: At the same time, we encourage and empower everyone to take advantage of the immense opportunities offered by digitization and artificial intelligence, because this opens up sensational new possibilities for us everywhere.

Training and AI: Equipping our global workforce with the skills to leverage AI effectively is a crucial step. For example, our internal training initiative, "Expedition C," lays the foundation for that. With AI, we can test new ideas quickly and cost-effectively, and are not afraid to discontinue projects that don't deliver value.

Key Tools for Employee Engagement

3 Key Tools to engage employees at Covestro have been implemented to ensure alignment with the company's sustainability and business objectives.

Characteristics of the undertaking's employees

Workforce Overview

Gender Composition

Diversity Metrics

Geographic Distribution

Our workforce is distributed across four main market clusters:

• Nordic countries (largest and most mature market)
• Europe
• APAC & MEA (Asia Pacific, Middle East, Africa)
• United States

With operations in 46 countries, our workforce reflects significant geographic diversity, supporting our global customer base of +140,000 customers.

Employee Categories

As a customer-centric IT consultancy, our workforce primarily consists of:

• Technology consultants and specialists
• Sales and customer relationship professionals
• Software and cloud services experts
• Data and AI solution specialists
• Support and administrative functions

Employment Types

The reported figure of 4,182 represents full-time equivalent (FTE) employees, indicating our workforce is primarily composed of full-time permanent employees across our global operations.

Workforce Development

Our diverse workforce of 90 nationalities supports our mission to be a global leader in IT consultancy, bringing varied perspectives, cultural insights, and technical expertise to serve customers across different markets and industries worldwide.

Key figures and financial ratios – year

At the end of the period, the total number of Group personnel was 1,576 (1,527), representing an increase of 49 employees or 3.2 per cent since the end of the 2023 fiscal period. The average number of employees was 1,553 (1,465), an increase of 89 employees, or 6.1 per cent, on the 2023 average.

Digia personnel by location:

Characteristics of the undertaking's employees

Total Workforce

Total Group employees: 32,492 in 2024, compared to 33,142 in 2023 and 32,188 in 2022.

Business Segment Distribution

Gender Composition

Women in the Labour force: 28.3% in 2024.

Characteristics of the undertaking's employees

As of December 31, 2024, the FUCHS Group had 6,781 (6,272) employees, of whom 133 (123) were trainees. The total workforce increased by 509 people, or 8% compared with the previous year.

Geographical staff structure

Functional workforce structure (excluding trainees)

Compared with the reporting date of the previous year, the number of employees, including trainees, in the EMEA region (Europe, Middle East, Africa) increased, particularly due to acquisitions, by 430 (+11%), in the Asia-Pacific region by 57 (+5%) and in North and South America by 18 (+2%).

KONE employee headcount

Employees by gender

Employees by age

Employees by employee category

Non-employee workers

Workforce Characteristics

Geographic Distribution:

• Italy: 36,704 employees
• United Kingdom: 8,957 employees
• United States: 7,782 employees
• Poland: 3,300 employees
• Rest of the World: 3,725 employees

Growth: In 2024 the workforce increased by 6,902 employees compared to 2023, including as a result of the consolidation of Telespazio on a line-by-line basis from 1 January 2024 (3,261 employees as at the date of consolidation). Growth is mainly divided between Italy (about +2,000), the United Kingdom (about +700), the United States (about +460) and Poland (about +390), thanks also to the stabilisation of the employment contracts.

*Executive board directors of Spanish companies

In 2024, women and non-binary employees accounted for 28% of the workforce. In 2024, the MTG village decreased by 4.7% in terms of new employees.

Status in 2024: 28% of employees identified as female or non-binary in 2023. ~20% of top and middle management is represented by female or non-binary employees.

By the end of 2024 Neste employed an average of 5,876 employees with approximately 629 new employees globally, of whom approximately 64% were permanent positions.

The organizational changes led to a reduction of approximately 390 roles globally. There was also an increase in both the geographical dispersion and share of multinational teams.

Detailed workforce characteristics including employee numbers by region, employment type, age, and gender are provided in the Sustainability data package on pages 37-62.

Employee characteristics

Total workforce: 32,000 employees at more than 140 locations in 42 countries

The company has 32,000 employees, at more than 140 locations in 42 countries, more than 30,000 suppliers, and serves more than 30,000 customers around the world.

Number of employees according to gender

The IT sector continues to be dominated by men. At Novabase Group this indicator has remained stable over the past years. In 2024 the breakdown of men and women has remained at 68% and 32%, respectively. These numbers have trended positively in recent years, confirming the efficacy of the policies and actions that have been implemented.

Breakdown according to age

[Age breakdown chart showing distribution across age ranges]

Rotation of the talent force

The rotation ttm of Novabase Group fell to 10.6% (11.5% in 2023), in line with a downward trend that has been taking place since 2022, due to the proactive management of our talent and changes in the backdrop of the market.

Characteristics of employees

Headcount and employment

Novartis employed 78,310 people at the end of 2024, compared with 78,407 a year earlier. In 2024, employee turnover stood at 12%, down from 17% a year earlier.

Gender representation

Collective bargaining coverage

Employees represented by an employee representative body or covered by a collective bargaining agreement: 54% in 2024, compared with 53% in 2023 and 48% in 2022.

Employees by Region:

*Number of employees as the average for the reporting period (number of employees on the last day of each month in 2024, added up and divided by 12). The average number of employees in each region is rounded to a whole number. Consequently, the total sum does not correlate directly to the average number of all employees.

Employees by Country (Countries in which Qt Group has at least 10% of its total number of employees):

**Average number of employees for the reporting period.

Number of Employees by Contract Type and Gender:

*Head count on December 31, 2024. Other figures are based on the number of employees as the average for the reporting period (number of employees on the last day of each month in 2024, added up and divided by 12). **No minimum or fixed number of working hours in the contract.

Employee Turnover:

• Total number of employees who have left the company*: 92
• Employee turnover**, %: 11%

*The aggregate number of employees who left Qt in 2024 voluntarily or due to dismissal, retirement, or death in service. **Number of employees who left the company in 2024 divided by the number of employees for the reporting period (average).

Employee characteristics data would be contained in the Sustainability Statement (pages 64-172). However, the company notes employees from over 90 countries and voluntary turnover of 5.21% in 2024.

Employee Characteristics

Total Workforce

• 24,500 employees globally as of 2024
• Nearly 3,000 new employees recruited in 2024 (13% increase)
• 24% of Saab's new employees were located in markets outside of Sweden

Geographic Distribution

• Sweden: 19,612 employees
• United States: 1,041 employees
• Australia: 1,025 employees
• United Kingdom: 520 employees
• Germany: 470 employees
• South Africa: 418 employees
• Finland: 265 employees
• Denmark: 254 employees
• UAE: 168 employees
• Brazil: 147 employees
• Switzerland: 121 employees
• Czech Republic: 78 employees
• Netherlands: 60 employees
• Poland: 42 employees
• Norway: 38 employees
• Singapore: 30 employees
• South Korea: 23 employees
• Other: 211 employees

R&D Workforce

• 11,700 employees engaged in R&D

Workforce Data

As of December 31, 2024, the core workforce of the Salzgitter Group numbered 22,381 employees, which is 757 people less than at the end of the financial year 2023 (23,138). Including trainees and employees in non-active age-related part-time work, the total workforce of the Salzgitter Group came in at 24,473 persons (previous year: 25,183).

Regional Distribution

Characteristics of the undertaking's employees

Total workforce by employment contract:

Workforce changes:

• Average number of employees during 2024: 975 (compared to 1,026 in 2023)
• Year-end employees: 942 (compared to 1,007 in 2023)
• Net decrease: 65 employees (-6.5%)
• Previous year decrease: 38 employees (-3.6%)

Geographic distribution: Siili operates in 8 countries with offices in Helsinki, Tampere, Turku, Lappeenranta, Jyväskylä, Oulu, Kuopio, Seinäjoki, Joensuu (Finland), London (UK), Amsterdam (Netherlands), Berlin, Stuttgart (Germany), Vienna (Austria), Budapest (Hungary), Szczecin, Wroclaw (Poland), New York, Detroit (USA).

Business focus: Approximately 90% of Siili's business consists of sales of work, meaning Siili's expert teams complement customers' organizations in designing, developing and maintaining digital services. The company serves large enterprises and public sector clients primarily in Finland, UK, Germany, and the Netherlands.

Management team composition: At the end of 2024, Siili's Management Team consisted of 5 members: Tomi Pienimäki (CEO), Aleksi Kankainen (CFO), Taru Salo (CPO), Andras Tessenyi (CEO, Supercharge), and Maria Niiniharju (VP Private Business, joined November 1, 2024).

Global reach, close to our clients:

• ~9,000 Employees globally
• Employee distribution by region: Europe 60%, North America 10%, Latin America 17%, Asia & Rest of the World 13%

At December 31, 2024, Stellantis had a total of 248,243 employees (excluding employees of joint arrangements, associates and unconsolidated subsidiaries), a 3.9 percent decrease from December 31, 2023, and a 8.9 percent decrease from December 31, 2022.

¹ Including 50% of the employees at Veracel in Brazil and Montes del Plata in Uruguay.

Personnel expenses increased to EUR 91.4m in the reporting period (prior-year period: EUR 85.6m), due in particular to ongoing salary increases, but also to the higher number of employees required due to growth in Poland. As of 31 December 2024, TAG employed 1,856 people, including employees in Poland, compared to 1,816 employees at the end of the 2023 financial year.

Characteristics of the undertaking's employees

Employee Headcount and Growth

TeamViewer Group employed 1,586 people worldwide (full-time equivalents, FTEs) as of 31 December 2024 (31 December 2023: 1,461 FTEs). The number of employees in the 2024 fiscal year was approximately 9% higher year-over-year.

Employees by Function

As of 31 December 2024 (2023) in full-time equivalents (FTEs).

Employees by Region

As of 31 December 2024 (2023) in full-time equivalents (FTEs).

Workforce Expansion Strategy

In the fiscal year, TeamViewer continued to expand its workforce, with particular focus on:

Research & Development Growth (+13%)

• Strategic shift from external contractors toward strengthening internal teams for product innovation and security
• 450 FTEs in R&D by end of 2024, representing the largest functional area
• Focus on artificial intelligence integration and cybersecurity capabilities
• New talent acquisition under CPTO Mei Dent's leadership since her 2023 appointment

Sales Organization Expansion (+9%)

• Continued investment in enterprise market positioning
• Expansion of sales development resources to enhance acquisition of new Enterprise customers
• AMERICAS region showed strongest growth at +15% year-over-year
• Strengthened sales organization particularly in the AMERICAS region

Marketing Team Growth (+13%)

• Investment in expanding brand and product marketing teams
• Further reinforcement of TeamViewer's positioning in the enterprise market
• Support for new AI features and product launches

Stable Technical Support

• Technical Customer Service headcount remained relatively stable (+5%)
• Focus shifted from expansion to optimization of existing support capabilities

Diversity and Inclusion

As an employer of people from diverse national backgrounds, TeamViewer fosters a corporate culture built on:

• Social, economic, and political inclusion
• Equal treatment regardless of:
  • Age
  • Gender
  • Ability
  • Ethnicity
  • Origin
  • Religion
  • Economic, social or other background

Diversity is recognized as one of the Group's core values and a key pillar of the company's long-term success.

Geographic Distribution

TeamViewer maintains a global workforce across multiple regions:

• EMEA (67.5%): Largest employee base including headquarters in Göppingen, Germany
• AMERICAS (19.4%): Significant presence with main hub in Clearwater, Florida
• APAC (13.1%): Growing presence with hubs in Singapore and Adelaide, Australia

R&D Workforce Details

By the end of the 2024 fiscal year, TeamViewer employed 450 full-time equivalents (FTEs) in R&D across the Group (2023: 399), marking an increase of about 13% compared to the prior year.

R&D Location Distribution

• Germany: Majority of R&D employees at Group headquarters in Göppingen, plus Stuttgart, Karlsruhe, and Bremen
• International locations:
  • Greece (Ioannina)
  • Austria (Linz)
  • Portugal (Porto)

These national and international R&D locations provide the Group additional access to skilled employees in research and development, supporting innovation and product development capabilities.

Personnel

PERSONNEL: 22 941

NUMBER OF OPERATING COUNTRIES: ~90

Personnel on average: 23 593 (2024), 24 181 (2023) Personnel on 31 Dec: 22 941 (2024), 24 159 (2023), 24 320 (2022), 24 389 (2021), 23 632 (2020)

Characteristics of the undertaking's employees

Workforce size and composition At year-end 2024, TKH employed a total of 6,640 FTEs (2023: 6,899), of which 351 were temporary employees (2023: 434 FTEs).

Geographic distribution TKH operates globally with employees across multiple regions:

• Europe (including the Netherlands): Primary operational base with significant manufacturing and R&D capabilities
• North America: Growing presence with acquisitions and market expansion
• Asia: Strong operational presence particularly in manufacturing and customer support
• Other regions: Supporting global customer base and operations

Functional distribution

• R&D and software development: Over 750 employees dedicated to research and development activities
• Manufacturing and operations: Employees across production facilities and operational sites
• Sales and customer support: Global sales organization and customer service teams
• Support functions: Corporate functions including finance, HR, legal, and administration

Employment characteristics

• Mix of permanent and temporary employees providing operational flexibility
• Skilled workforce with technical expertise in advanced technologies
• Engineers and technical specialists representing significant portion of workforce
• Factory workers and operational staff supporting manufacturing operations

Diversity profile

• Female representation in executive and senior management: 21.6% in 2024 (target > 25% by 2030)
• Focus on ensuring workforce reflects diversity of society
• Commitment to diversity and inclusion across all levels of organization
• Ongoing initiatives to improve gender diversity, especially in leadership positions

Employee development and capabilities

• Continuous investment in training and development programs
• Skills development aligned with technology advancement and innovation
• Management development programs for leadership capabilities
• Technical training for advanced manufacturing and R&D roles

Employment conditions

• Inspiring, safe, healthy and rewarding environment for all employees
• Competitive compensation and benefits packages
• Key employee participation in share-based compensation plans
• Focus on work-life balance and employee wellbeing

Organizational culture

• Entrepreneurial culture with empowered decision-making
• Customer-focused approach throughout organization
• Innovation-driven mindset supporting technology leadership
• Decentralized operating model with local autonomy and accountability

As at March 31, 2025, the Group employed 17,782 staff members compared to 19,011 in the previous year. Teams consist of 109 nationalities across 27 countries, with 26.3% women in total and 33.3% women in the executive committee.

Characteristics of non-employee workers in the undertaking's own workforce

Based on the report content, Amadeus acknowledges the existence of non-employee workers as part of its workforce considerations, but specific detailed characteristics of non-employee workers are not extensively detailed in the main sections reviewed. The report indicates that the primary workforce metrics focus on permanent and temporary employees extracted from the Group's ordinary system (Workday), including all permanent and temporary employees of Amadeus IT Group in controlled companies.

The company's headcount figures do not include entities considered as Joint Ventures and Associates, suggesting that the workforce characterization primarily focuses on direct employment relationships rather than other forms of work arrangements.

Amadeus operates globally across 100+ offices, which may involve various forms of non-employee work arrangements, but specific metrics and characteristics of these arrangements would require additional disclosure that may be located in other sections of the report not fully captured in the main workforce sections reviewed.

During the Porvoo Turnaround 2024, some 7,600 people took part in the turnaround works and completed over 1.4 million working hours. We pay special attention to safeguarding the rights of migrant workers and third-party employees working for contractors and subcontractors on Neste sites, especially during peak times such as our expansion projects, shutdowns and turnarounds.

We use a range of practices to inform these workers about their rights and address their concerns, e.g. informative posters and leaflets, induction sessions, contractor social audits, social toolbox meetings, and site-level complaints channels.

Detailed information on non-employee workers is provided in the Sustainability data package.

At the end of the financial year 2024, we also employed 779 temporary staff outsourced (previous year: 835), which corresponds to 56 persons less compared with the previous year. The share of external staff outsourced in the sum total of core workforce members and staff outsourced stood at 3.4% (previous year: 3.5%).

Due to temporary capacity utilization problems in a number of companies, short-time work was also necessary in the financial year 2024. At the end of the reporting period, 201 employees were working short time in the domestic Group companies (previous year: 167). An average of 423 employees a month were affected by short-time work in 2024 (previous year: 290).

Characteristics of the undertaking's non-employee workers

Siili utilizes both its own personnel and experts working for the company on an entrepreneurial contract basis in delivering its services. In the sales of work, which comprises approximately 90% of Siili's business, the company complements customers' own organizations using both employed staff and contracted experts.

Types of non-employee workers:

• Experts working on entrepreneurial contracts
• Subcontractors providing specialized services
• External consultants for specific projects

Subcontracting costs:

The use of subcontracting was reduced from the previous year as part of efficiency improvement measures and capacity optimization.

Value chain integration: Non-employee workers are integrated into Siili's value chain primarily in the delivery of customer projects. These arrangements allow Siili to:

• Access specialized expertise for specific customer needs
• Scale capacity flexibly based on project demands
• Maintain cost efficiency while delivering high-quality services

Subcontractors and non-employee workers are subject to the same quality standards and ethical guidelines as employed staff, ensuring consistent service delivery and compliance with Siili's Code of Conduct.

Collective bargaining coverage and social dialogue

Amadeus recognizes the importance of collective bargaining and maintains social dialogue with employee representatives as part of its comprehensive approach to workforce engagement.

Collective Bargaining Framework: • Amadeus engages in collective bargaining agreements where applicable across its global operations • The company maintains formal processes with workers' representatives through established collective bargaining mechanisms • Collective bargaining agreements form part of the broader employee engagement and communication strategy

Social Dialogue Mechanisms: • Direct engagement: Through local, regional and global Amadeus People & Culture teams • Formal representation: Through collective bargaining agreements and worker representative structures • Regular communication: Through established channels including intranet and internal communications • Feedback mechanisms: Including engagement surveys and voice of employee programs

Geographic Considerations: Given Amadeus' global presence across 100+ offices in multiple countries with different labor law frameworks, collective bargaining arrangements vary by jurisdiction according to local legal requirements and practices.

Integration with Workforce Strategy: Collective bargaining and social dialogue are integrated into: • Overall employee engagement and communication strategies • Workforce policy development and implementation • Material impact assessment and management for secure employment topics • Risk management processes related to employment and labor relations

Governance and Oversight: • Collective bargaining matters are considered within the broader human resources and sustainability governance framework • Employee representative feedback is incorporated into business decision-making processes • Social dialogue outcomes inform workforce policies and practices

The specific coverage percentages and detailed arrangements may vary significantly across Amadeus' diverse global operations, reflecting the different regulatory environments and labor practices in the various countries where the company operates.

At a local level, a key element of employee cooperation is that it is driven by local requirements in each country of operation. Neste is committed to following applicable local collective agreements and has local cooperation bodies or works councils in Finland, Rotterdam and Singapore. In 2024, a works council was also established in Amsterdam.

As a result of requests from Neste employees, Neste started negotiations with employee representatives aiming to establish a European Works Council (EWC) that is based on EU legislation.

Detailed collective bargaining coverage data is provided in the Sustainability data package.

Collective bargaining coverage and social dialogue

Collective bargaining coverage

The proportion of employees represented by an employee representative body or covered by a collective bargaining agreement rose slightly to 54% in 2024.

Social dialogue mechanisms

Employees can raise concerns through various channels:

• Any manager or Country President
• Any employee of our ERC, People & Organization, Legal or Global Security teams
• Any representative of the local workers council
• SpeakUp grievance mechanism via webform or telephone with an independent external service available 24/7

Employee engagement

We measure employee engagement every quarter through a voluntary and anonymous survey sent to all employees and carried out by an external vendor to ensure independence.

Randstad maintains comprehensive collective bargaining coverage and engages in social dialogue across its operations.

Collective Bargaining Approach: Randstad is in favor of strong social dialogue (negotiations and consultation between trade unions, employers and government representatives) and collective labor agreements in countries where this is relevant and institutionalized. Collective bargaining is one of the key elements of the company's human rights policy.

Health and Safety Agreements: The company has formal agreements with relevant trade unions on health and safety topics. These agreements support the implementation of the global Health and Safety Policy and wellbeing guidelines.

Social Dialogue Framework: As part of the Partner for Talent strategy, Randstad aims to play a leading role in achieving necessary social innovation worldwide by voicing views in influential settings and taking part in dialogue with institutional stakeholders such as governments, policymakers, trade unions and employers' organizations at local and international level.

Industry Engagement: Randstad actively engages in social dialogue to promote fair and secure employment practices and advocates for clear, equitable labor regulations in all markets. The company supports the development of appropriate regulation that provides a level playing field for all stakeholders to provide decent work and income, equal opportunities, and adequate social security for workers.

Regional Examples: In the Netherlands, Dutch staffing industry federations ABU and NBBU, together with all relevant trade unions, reached an agreement for a new future pension scheme in November 2023. The improved version will be implemented by 2026 in advance of transitioning to new pension regulations in 2027.

Global Standards: As a signatory to the UN Global Compact, Randstad upholds its Ten Principles on human rights, labor rights, environmental protection, and anti-corruption. The company respects and supports the UN Global Compact principles in its core processes and toward all stakeholders.

Policy Integration: Social dialogue and collective bargaining considerations are integrated into the company's Human Rights Policy, which defines responsibilities and expectations regarding human rights issues for employees and external stakeholders.

Collective bargaining coverage and social dialogue

Siili operates in multiple countries with different employment law frameworks and collective bargaining traditions:

Finland:

• Employees are covered by applicable collective agreements in the Finnish IT sector
• Employee representation exists in the Finnish Management Team through a staff representative
• Strong tradition of employee-management collaboration and social dialogue

Other operating countries:

• Operations in Poland, Hungary, Germany, USA, UK, Netherlands, and Austria follow local employment legislation and practices
• Compliance with local collective bargaining arrangements where applicable
• Application of Finnish collaboration practices to other countries identified as a risk/opportunity in materiality analysis

Social dialogue mechanisms:

• Employee representation in Finnish Management Team
• Employee Sounding Board for feedback and dialogue
• Regular growth discussions between employees and management
• Internal meetings and information events
• Multiple communication channels (Slack, internal communications)
• Whistleblowing channel for raising concerns

Challenges and opportunities: Siili has identified the "applicability of employee-management collaboration practices used in Finland to other operating countries" as both a risk and an area for development. The company is working to extend best practices in employee relations and social dialogue across all its international operations.

Employee well-being is monitored by the Board of Directors at least quarterly, and employee satisfaction, well-being and development themes are discussed by the HR Committee regularly, demonstrating the company's commitment to maintaining effective social dialogue across all locations.

Social dialogue is essential to us. We continue to engage with our employees through diverse channels and have renewed our global agreement with IndustriALL, the union for the chemical industry.

As of December 31, 2024, approximately 85 percent of our employees were covered by collective bargaining agreements.

Stellantis employees are free to join trade unions, provided they do so in accordance with local laws and the rules of the related trade union. Local collective agreements are led by the regions and/or countries which take the global Company polices into account and reflect local particularities.

An active dialogue was maintained in 2024 with various employee representation bodies existing at the national or transnational level. This is represented in Enlarged Europe through the European Works Councils of former PSA, Fiat and Opel and Vauxhall, in North America through the union, the International Union, United Automobile, Aerospace and Agricultural Implement Workers of America ("UAW") and in Canada through the union, Unifor.

Diversity metrics

Amadeus is committed to advancing diversity representation at all levels and professions as part of its ESG Ambition sustainability strategy.

Board Level Diversity: • Gender diversity: Female Directors represent 45.45% of the members of the Board of Directors as of December 31, 2024 • Nationality diversity: Six (6) nationalities are represented on the Board of Directors • Age diversity: The age of the members of the Board ranges from 50 to 70 years

Diversity Strategy: As part of the "Empower talent journeys" commitment in the ESG Ambition, Amadeus has established goals to: • Advance Amadeus' diversity representation at all levels and professions • Provide a flexible, healthy and inclusive employee experience, ensuring fair treatment, rewards and benefits • Guarantee unbiased and inclusive talent acquisition practices • Be positioned as an employer of choice for prospective candidates

Governance Commitment: The Nominations and Remuneration Committee is responsible for: • Favoring diversity of knowledge, experience, age and gender • Establishing a goal for representation of the gender least represented on the Board of Directors • Developing guidance on how to achieve diversity goals • Drawing up a matrix of the Board's competencies reviewed regularly

Global Workforce Diversity: With a global workforce of 20,643 employees spread across 100+ offices worldwide, Amadeus demonstrates geographic diversity across multiple regions: • Europe, Asia-Pacific, North America, Latin America, and other regions • Operations in more than 190 countries • Multiple nationalities and cultural backgrounds represented

Diversity Integration: Diversity considerations are embedded in: • Talent acquisition practices • Leadership development programs • Board selection processes • Corporate culture initiatives • Sustainability strategy implementation

Continuous Improvement: Amadeus continues to work on advancing diversity metrics and representation as part of its ongoing commitment to create an inclusive workplace culture that attracts talent from different backgrounds.

Diversity metrics

Board of Directors composition

87.5% Independent Directors, 62.5% of women, 6 different nationalities, 61 years average age

29.3% Women in leadership positions

The global proportion of women in positions with disciplinary responsibility was 29.3% in 2024 (2023: 28.4%). Furthermore, we have set ourselves the target of increasing the proportion of women in leadership positions to 30% by 2030.

Diversity metrics

Gender Diversity

Nationality and Cultural Diversity

Age Diversity

Board Diversity

Our Board of Directors demonstrates diversity across multiple dimensions:

Board Composition by Gender:

• Total Board Members: 10
• Women: 3 members (30%)
• Men: 7 members (70%)

Board Composition by Role:

• Shareholder-elected: 7 members
• Employee representatives: 3 members

Board Composition by Independence:

• Independent members: 5
• Dependent members: 2
• Employee representatives: 3

Strategic Commitment to Diversity

Diversity, equity, inclusion and belonging is identified as one of our top three strategic priorities for 2025, demonstrating our commitment to advancing diversity across all levels of the organization.

Current Diversity Initiatives:

• 2024/2025 Female Leadership Program (FLP) to empower women in tech leadership
• Global Empowerment Program (GEP) completed in 2024
• Global DEI road map refreshed annually to guide diversity initiatives

Areas for Improvement

While we celebrate our cultural and age diversity with 90 nationalities represented, we recognize opportunities for improvement in gender balance, particularly in leadership positions, which is why we have prioritized diversity, equity, inclusion and belonging as a strategic focus for 2025.

Our diversity metrics reflect our global nature as an IT consultancy operating across 46 countries, bringing together professionals from diverse backgrounds to serve our international customer base.

Gender diversity in leadership

2030 target: Increase gender balance in top-level management to 35/65% (women/men).

Generally, when I look at the diversity traits of our Group and our efforts to create a work environment built on care and respect for others, I believe we are in a good place. In 2024, we reached our 2025 target for increased gender balance in our global top management ahead of time, and our new target for this group is now 35% women and 65% men.

Half-year breakdown for 2024:

• H1 2024: 30/70% (women/men) top level management
• H2 2024: 31/69% (women/men) top level management
• H1 2024: 49/51% (women/men) all managers
• H2 2024: 50/50% (women/men) all managers

Diversity metrics

Gender Diversity

Women in the Labour force: 28.3% in 2024.

Women in managerial positions: +3.4% vs. 2020.

Gender Diversity Targets

+4 percentage points of female population by 2030 compared to 2020

+3.8 percentage points of female staff in positions of responsibility (Managers and Executives) by 2030 compared to 2020

Board Diversity

Female Directors: 4 out of 9 (44%) on the Board of Directors

Male Directors: 5 out of 9 (56%) on the Board of Directors

The composition of the Board is diversified in gender terms, in accordance with the provisions of applicable law and the By-laws, which were amended in February 2020. For 6 consecutive terms, the administrative and supervisory bodies must be composed of at least 2/5 of the less represented gender.

Inclusion Policy

Eni guarantees a working environment free from any form of discrimination that favors the full development of everyone's potential, promoting the development of a culture based on dissemination of knowledge.

Gender balance

30% of our senior management positions were held by women

Embracing diversity, equity and inclusion

Embracing diversity, equity and inclusion fosters true togetherness and drives meaningful connections with our employees, consumers and customers. A diverse and inclusive workforce is good for our people and business as it sparks innovation and leads to better performance.

We believe everyone plays a role in championing a culture of belonging at HEINEKEN. Inclusion starts with courageous leadership, and we continue to foster an inclusive environment through training for leaders and colleagues on inclusive practices and a comprehensive engagement calendar. Employee resource groups like HEINEKEN Open and Proud (HOP), inclusion councils and ambassadors play key roles. They conduct listening and dialogue sessions with colleagues and help to fully embed our strategy across our operating companies. In 2024, 88% of HEINEKEN's operating companies had an inclusion council in place.

We achieved our 2025 goal a year early by having 30% of women in senior management in 2024. While we celebrate this important milestone, we still have work to do to achieve 40% by 2030 on the path to gender balance. We are strengthening our pipeline of women talent below senior management levels and ensuring performance based fair and equal opportunities in attracting, developing and promoting talent. Our global leadership development programme – Women Interactive Network or WIN – in partnership with IMD, has seen 290 women participate to date. In 2024, we launched the Women Summit, a leadership development programme for senior female talent in collaboration with WeQual.

Our operating companies play a key role in developing the female talent pipeline towards senior leadership. For example, UBL India has been on a journey from having zero women in senior management in 2021 to 27% in 2024. The Queenfisher campaign was initiated for female employees, recognising their talent, empowering them and even launching a limited edition of beer brewed and designed by women. In Mexico, the Inspirame programme is supporting women returning to work after a career break.

Diversity Metrics

Performance: We have continued to work to promote a work environment that values gender diversity, a commitment demonstrated by the increase in both female managers and the hiring of women with STEM degrees compared to 2023.

Targets:

• Women on total new hires: 32% by 2025 (current: 24.1%)
• Women on total new hires in STEM areas: 30% by 2025 (current: 23.2%)
• Women at managerial levels: 20% by 2025 (current: 17.7%)
• Women on total employees: 20% by 2025 (current: 20.3%) - target achieved

In 2024, women and non-binary employees accounted for 28% of the workforce. ~20% of top and middle management is represented by female or non-binary employees.

We embrace diversity, equity and inclusion. Our Human Rights Principle outlines equity, diversity & non-discrimination as one of our seven priority areas for human rights at Neste.

Our Human Rights ambition for 2030 includes reducing inequality: By 2030, we will reduce inequalities across the value chain and address the root causes of systemic human rights issues. Advance diversity, equity and inclusion in our own businesses and supply chains.

Detailed diversity metrics including gender distribution across management levels and age demographics are provided in the Sustainability data package.

Gender Balance Performance

Hydro targets 25 percent women employees in permanent and temporary positions combined, and 25 percent women in leadership positions by 2025.

Hydro's overall gender balance improved one percentage point from 2023, with 24 percent of the Hydro workforce comprising women at the end of 2024. The share of women in management has also increased by one percentage point in the same period, with 21 percent of leadership positions in Hydro comprising women at the end of 2024.

Percentage by gender

In 2024 the breakdown of men and women remained at 68% and 32%, respectively. These numbers have trended positively over the past years, confirming the efficacy of the policies and actions implemented.

Breakdown of Women/Men per career level

[Chart showing gender breakdown by career level]

Diversity metrics

Gender representation across organizational levels

Gender balance commitment

We maintained a gender balance in management (providing equal opportunities for both men and women to advance), with women representing 48% of our overall management globally at the end of 2024.

LGBTQI inclusion

In 2024, we rolled-out an LGBTQI Ambassador program to provide allyship and support to our community across the organization.

Employee resource groups

More than 80 employee resource groups for business-related and cultural topics, which are open to all employees from all backgrounds, create a sense of belonging while offering members an opportunity for personal growth and development.

Inclusive culture principles

To build a fair and inclusive workplace, we embed principles of fairness, equal opportunity, and belonging in internal policies and controls, including our Code of Ethics.

Board diversity considerations

When choosing new members to propose to the AGM, the Board aims for a balance of skills, expertise and experience. The Board considers gender, age, nationality, ethnicity, viewpoints, professional background and expertise in its selection process.

Our focus is on ensuring new hires receive the support and resources they need to fully integrate into our global workforce and connect with the Novo Nordisk Way. This approach also safeguards our focus on diversity and inclusion, fostering an environment where every employee feels valued and included.

Share of women in senior leadership positions has increased by 0.7 percentage point to 42% compared to 2023.

Gender balance (women:men): 34:66 in 2024, compared to 35:65 in 2023 and 33:67 in 2022. In 2024, 37% of all new hires were women. Gender balance in the Board of Directors and the Group Executive Team: 40% women, 60% men. Gender balance target: 40:60 women:men in our total workforce by 2030.

Age Distribution of Employees:

*The figures are calculated from the situation on 31 December 2024.

The gender distribution of senior management is reported on page 20.

Gender Diversity Metrics:

Diversity and Inclusion Progress: Randstad has established a dedicated taskforce to accelerate progress towards more balanced representation of women in leadership roles. The percentage of female leaders has risen from 37.7% in 2023 to 40.8% in 2024.

Target: By 2030, Randstad aims to achieve gender parity in senior leadership positions.

Focus Areas: The company's diversity efforts focus on several key areas:

• Gender equity
• Disability inclusion
• LGBTQI+ awareness
• Locally underrepresented groups

Support Structures: Six global Business Resource Groups (BRGs) provide employees with spaces to connect, collaborate, and drive equity and belonging in the workplace. These groups support the advancement of diversity and inclusion across the organization.

Equal Pay Initiative: Under the guidance of the Equity Committee, a task force has been created to focus on equal pay. As part of the commitment to fair practices, several markets have chosen to apply for local equal pay certification.

Data Collection: The company is addressing challenges in collecting global diversity data due to differing local privacy legislation by launching an innovative pilot scheme in 2024. This initiative focuses on empowering individuals to voluntarily self-identify, enabling meaningful insights while respecting privacy.

Governance: Randstad is strongly committed to equity, supported by a global Equity Committee, which acts as an internal executive advisory board. The Equity Committee and Executive Leadership Team are responsible for driving and promoting inclusive leadership behaviors throughout the organization.

Gender diversity metrics:

• Board gender diversity: 33% in 2024 (2023: 29%)
• Senior leadership gender diversity: 26% in 2024 (2023: 28%)
• Target: 33% female representation in senior leadership by 2025

Further diversity metrics would be in the Sustainability Statement (pages 64-172).

Diversity Metrics

Gender Distribution

• Women: 26%
• Men: 74%

Diversity Targets

• At least 30% women employees
• At least 35% women managers

Progress

Saab achieved internal targets for share of women employees but did not accomplish internal targets on share of women managers. Saab will further focus on these areas in 2025.

Women in Management Targets

Furthermore, we pursue the goal of raising the proportion of women in newly to be filled non-tariff and management positions to 25% by 2025 and to 30% by 2030. In this context, Salzgitter AG is working tirelessly to enhance its employer appeal, particularly also for women.

Women's Networks and Development

Following on from last year when the "Women of Steel" network was set up at Salzgitter Flachstahl GmbH, female employees of Peiner Träger GmbH and the two heavy plate companies came together in the reporting year for a cross-company and a company-specific "women's network meeting", with the aim of expanding the network of female employees. As a flanking measure, cross-departmental input sessions were held in the three companies in which female employees and management developed ideas and measures to increase the proportion of women and promote women in management.

Diversity metrics

Board and Management diversity:

Board of Directors gender diversity:

• Gender diversity ratio (female to male): 0.4
• 100% of Board members are independent of the Company
• 80% of Board members are independent of the largest shareholders

Workforce diversity challenges and opportunities: Siili has identified several diversity-related impacts through its double materiality analysis:

Positive impacts:

• Enhancement of workforce diversity: Ongoing efforts to improve diversity across the organization
• Safe working environment: Providing a safe working environment for all employees regardless of background

Challenges identified:

• IT sector diversity challenges: Recognition that increasing diversity in the IT sector presents inherent challenges
• Employer brand risk: Risk of deterioration of employer brand if diversity development is not adequately prioritized

Strategic commitment: Diversity and inclusion are part of Siili's strategic priority to be a "community of top talent" and create the most desirable workplace for digital development professionals. The company recognizes that building diverse teams is essential for innovation and competitive advantage in the AI and technology sector.

Siili achieved 10th place in the Young Professional Attraction Index survey by Academic Work in 2024, demonstrating its appeal as an employer, and continues to work on enhancing diversity as part of its broader talent strategy.

Detailed diversity metrics by various categories will be developed as part of the sustainability program implementation in 2025.

Gender parity - Women in mid and senior management:

Solvay increased by 1pp to 27.3% the percentage of women in mid and senior management positions. Management categories are defined on the basis of the Hay Job Evaluation Methodology. Middle and senior management levels refer to the entire active internal workforce having Hay points above 530.

Diversity Metrics:

Gender Diversity:

• 24% women among all managers across the organization
• Active focus on gender balance improvement across all divisions
• Specific recruitment and development programs targeting gender diversity

Cultural and Ethnic Diversity:

• 80 different citizenships represented among employees globally
• Diverse workforce reflecting the international nature of operations
• Employees distributed across multiple countries and regions

Age Diversity: The organization actively manages age diversity through specific programs:

• Young Advisory Board: Development platform for junior and early-career talents in Sweden
• "Experienced and Still Sparkling" Programme: Launched in 2024 to recognize and value more experienced employees
• Balanced approach ensuring knowledge transfer between generations

Leadership Recognition:

• Stora Enso ranked top leader in the Financial Times Diversity Leaders index
• Recognition for comprehensive diversity and inclusion initiatives

Division-Specific Diversity Initiatives:

Packaging Solutions Division:

• "Female Leader Engineer Talent Programme Cooperation" with active collaboration from other divisions including Biomaterials and Packaging Solutions
• Focus on gender diversity in recruitment processes

Wood Products Division:

• "Female Power Talks" Programme: Hybrid program with four events in 2024 aimed at empowering women and fostering support networks in Austria
• Integration of diversity metrics into Purpose reporting

Forest Division:

• Emphasis on age diversity management
• Programs supporting both junior talents and experienced professionals

Inclusion Measurement:

• Inclusion Index score: 8.4 in 2024 global employee engagement survey
• Performance places Stora Enso in average rank among manufacturing sector
• New metric introduced to track inclusive culture development

Employee Resource Groups:

• Rainbow Alliance ERG: Supporting LGBTQI+ employees and allies
• Fostering awareness and sense of belonging
• Platform for community building and support

This also further strengthens the diversity of the Supervisory Board, with women making up 50% of the Supervisory Board, as they do of the Management Board, and our Supervisory Board is now internationally positioned, as Ms Gryger has Polish citizenship. Following these new elections, the proportion of women on TAG's Supervisory Board, as on its Management Board, is 50%.

Diversity Metrics

NEW FEMALE HIRES: 34%

ESG measures in long-term incentive plans include female recruits targets: • LTI 2022-2024: Target 35% by end of 2024 • LTI 2023-2025: Target 37% by end of 2025 • LTI 2024-2026: Target 38% by end of 2026 • LTI 2025-2027: Target 39% by end of 2027

Diversity and Inclusion Commitment:

We are committed to achieving a 90% reduction in our GHG emissions by 2026, based on 2020 levels, and increasing the share of underrepresented genders in leadership positions to 30% by 2030, while fostering a culture of diversity, equity and inclusion.

Board Diversity:

Three out of nine members elected by the AGM during 2024 were female. Gender diversity is continuously on the SNB's agenda. The company will ensure that diversity principles will be updated to reflect the requirement to achieve the balanced representation of women and men on the Board no later than 30 June 2026.

Diversity metrics

Gender diversity performance

Diversity strategy and commitment We strongly believe that the diversity of our workforce will further strengthen the success of our defined strategy. Therefore, one of our priorities is to promote and safeguard diversity within our organization.

Gender diversity progress

• Female representation in executive and senior management increased to 21.6% in 2024
• Progressing toward 2030 target of > 25% female executive and senior management
• Integration of diversity targets in long-term incentive schemes
• Continuous focus on improving gender diversity, especially in leadership positions

Diversity and inclusion initiatives

• Active programs to promote diversity across all organizational levels
• Focus on ensuring workforce accurately reflects diversity of society
• Equal opportunity policies and non-discrimination principles
• Inclusive workplace culture development
• Recruitment practices designed to attract diverse talent

Broader diversity considerations

• Commitment to diversity and inclusiveness beyond gender
• Focus on creating workplace that reflects societal diversity
• Ongoing initiatives to improve representation across different dimensions
• Integration of diversity considerations in talent management processes

Diversity governance and accountability

• Diversity metrics included in executive compensation and performance assessment
• Regular monitoring and reporting of diversity progress
• Integration of diversity objectives in strategic planning
• Commitment to transparency in diversity performance reporting

Future diversity commitments

• Continue progress toward 25% female executive and senior management by 2030
• Expand focus on broader diversity and inclusion initiatives
• Strengthen recruitment and development programs supporting diversity
• Maintain accountability for diversity progress through performance measurement

Challenges and opportunities

• Gender diversity particularly challenging in technical and engineering roles
• Opportunity to leverage diverse perspectives for innovation and performance
• Building employer brand that attracts diverse talent
• Creating inclusive culture that retains diverse workforce

Teams consist of 109 nationalities across 27 countries, with 26.3% women in total and 33.3% women in the executive committee. The Board of Directors has 54.55% women.

Adequate wages

Amadeus is committed to ensuring adequate wages as part of its material focus on secure employment, collective bargaining and adequate wages within the own workforce sustainability area.

Policy Framework: Adequate wages considerations are embedded within Amadeus' comprehensive workforce policies, including: • People Policy that addresses compensation and benefits • Human Rights Policy that recognizes fair compensation principles • Collective bargaining agreements that establish wage frameworks where applicable

Global Approach: Given Amadeus' global presence across 100+ offices and operations in more than 190 countries, the company: • Adapts wage policies to local market conditions and legal requirements • Ensures compliance with local minimum wage and living wage standards • Considers regional cost of living variations in compensation strategies • Maintains competitive compensation packages to attract and retain talent

Integration with Material Topics: Adequate wages considerations are part of the broader material topic covering: • Secure employment practices • Collective bargaining processes • Fair compensation and benefits • Equal pay for work of equal value

Governance and Monitoring: • Compensation matters are overseen by the Nominations and Remuneration Committee • Regular review of compensation policies and practices • Integration with broader workforce engagement and satisfaction initiatives • Alignment with diversity and inclusion objectives

Strategic Context: As part of the "Empower talent journeys" commitment, Amadeus aims to: • Provide fair treatment, rewards and benefits • Maintain competitive positioning as an employer of choice • Ensure inclusive and equitable compensation practices • Support employee development and career progression

The specific wage levels and structures vary across Amadeus' diverse global operations, reflecting local market conditions, regulatory requirements, and the company's commitment to fair and competitive compensation practices.

Fair wage

A fair and safe workplace

We are dedicated to maintaining a fair and safe workplace for our employees and those of third parties. In 2023, we achieved our goal of having 100% of employees earning a fair wage, according to the Fair Wage Network. Ensuring a fair wage is a dynamic and ongoing process, as the cost of living and other economic factors can change. We therefore assess wages across all operating companies against the Fair Wage Network annually.

In 2024, we assessed 99.2% of our employees against the Fair Wage Network benchmark. Our findings indicated that 99.7% of the assessed employees earned at least a fair wage, with the remaining 0.3% being located in Singapore.

Our investigation revealed that the wage increase proposed by the Fair Wage Network for Singapore in 2024 significantly surpassed changes in the consumer price index and other relevant indicators. Consequently, some HEINEKEN employees who had earned above the Fair Wage Network amount in 2023 fell below it in 2024. To ensure fair compensation, we conducted an additional benchmark analysis using Singapore's Progressive Wage Model, which was developed by a tripartite committee consisting of unions, employers and the Singapore government. This confirmed that 100% of our employees earn a fair wage according to this model.

Moving forward, our goal remains to continue assessing our entire workforce and ensure all our employees worldwide earn a fair wage.

MTG have clear requirements for basic pay to align with universal labor rights standards, applicable laws, and agreements on working hours and wages. Each portfolio company is responsible for ensuring correct pay grades and remuneration based on local laws, regulations, and standards.

Living wages and incomes

In 2024, Neste completed its annual internal living wage gap assessment covering all countries in its global operations, using data provided by the Fair Wage Network. The analysis of assessment results is ongoing, ensuring a thorough evaluation of diverse remuneration elements in all locations.

We continue to use living wage data in our onboarding process and sustainability audits for renewable raw material suppliers, with the dual aim of gaining a better understanding of our supplier wage practices and raising awareness to build supplier knowledge of this topic. In 2024, we assessed the living wage practices of 11 renewable raw material suppliers.

Our Human Rights ambition includes:

• Pay all of our employees a living wage and advance living wages in our value chains.
• Require strategic contractors and suppliers to pay their employees a living wage by 2030.

Adequate wages

Living wage commitment

We are committed to paying employees a living wage that meets or exceeds the amount for basic living needs, in line with our UN Global Compact commitment.

Pay equity principles

Pay equity (i.e. paying employees fairly for similar work based solely on job-related factors) is a fundamental principle of our employment policies, reflecting a commitment in our Code of Ethics to treat all employees fairly and respectfully.

Global pay gap results

Based on the latest data available as of December 31, 2023, women's earnings at Novartis in the aggregate are within one percent of men's, with a global mean pay gap of -0.3%. This compares with a gap of -0.9% in 2022. Companies in the benchmark Bloomberg Gender Equality Index had a mean pay gap of +17% for the same period.

EPIC commitments

In addition to our EPIC pledge, we are committed to paying employees a living wage that meets or exceeds the amount for basic living needs, in line with our UN Global Compact commitment.

Pay equity coverage

100% coverage is achieved when considering exclusions mainly due to contractual or legal constraints and the ongoing integration of acquired businesses.

Qt pays adequate wages to all its employees. The wages of employees in all of Qt's operating countries have been compared to either the country's minimum wage level or the minimum wage specified in the applicable collective agreement if a national minimum wage has not been established. If the minimum wage varies within the country, the highest minimum wage level is used as the reference value.

We are also well on track to achieve ahead of schedule our UN Global Compact commitment on living wage for all employees.

Living wage target: Living wage for 100% of workforce in 2026.

In 2024 we completed the global living wage analysis for all of the countries it operates in, with a strive to close the gap in 2025.

We offer versatile global services to ensure efficient ways of working and to support wellbeing at work as well as work-life balance. In 2024, we supported the wellbeing of our employees by providing various services globally and additional support like webinars on change adaptation and resilience.

We follow the Neste Occupational Health Principle throughout the organization, subject to local legislation and requirements.

Detailed information on social protection and benefits is provided in the Sustainability data package.

Social protection

Comprehensive benefits package

We offer a range of competitive local and global benefits. Our local Novartis retirement, health and welfare plans protect employees against the financial consequences of disability or death, and provide attractive retirement benefits aligned with local social security requirements.

Employee Share Purchase Plan

Our Employee Share Purchase Plan (ESPP) enables permanent employees to voluntarily purchase Novartis shares at a 15% discount. The plan covers a majority of Novartis employees and its rollout to additional countries is assessed annually.

Parental leave

Parental leave is available to all employees regardless of gender or sexual orientation. New parents get a minimum of 14 weeks paid leave following the birth or adoption of a child, ensuring greater flexibility for birthing and non-birthing parents.

Flexible working arrangements

We provide a flexible, hybrid work environment that allows employees to balance their professional and personal responsibilities.

Mental health support

We offer support and learning tools to help employees care for themselves and others by prioritizing their mental health and wellbeing. We have a training program for Mental Health First Aiders, who are equipped with the skills and confidence to have supportive confidential conversations with coworkers and peers.

Pandora also offers employees various social protections and promotes work-life balance. We provide safeguards against income loss due to major life events, including sickness, unemployment, workplace injuries and acquired disabilities, parental leave and retirement. Coverage for social protections varies across Panama, Singapore, South Africa and the US due to differences in local regulations and government programmes.

Our various initiatives contribute to enriching well-being at work, such as Solvay Cares that guarantees minimum social benefits to 100% of our workforce.

Persons with disabilities

Amadeus is committed to inclusive practices that support persons with disabilities as part of its broader diversity, gender equality and equal pay for work of equal value material topic.

Inclusive Design and Accessibility: Amadeus incorporates accessibility considerations in its technology solutions: • Self-service check-in kiosk and bag drop are designed to work for both standing and wheelchair user passengers • Airport solutions provide biometric identity verification that considers accessibility needs • Technology platforms are designed with accessibility features to support diverse user needs

Workforce Inclusion: As part of its "Empower talent journeys" commitment, Amadeus: • Promotes inclusive talent acquisition practices that consider candidates with disabilities • Aims to create a flexible, healthy and inclusive employee experience • Works to guarantee unbiased and inclusive recruitment processes • Focuses on advancing diversity representation at all levels and professions

Policy Integration: Support for persons with disabilities is embedded within: • Human Rights Policy that recognizes rights of persons with disabilities • People Policy that addresses inclusive workplace practices • Diversity and inclusion initiatives across the organization • Accessibility considerations in technology development

Technology Solutions: Amadeus develops solutions that enhance accessibility in travel: • Airport technology designed for users with different physical capabilities • Passenger service systems that can accommodate special assistance requirements • Solutions that help travel providers better serve passengers with disabilities

Strategic Commitment: The commitment to supporting persons with disabilities aligns with Amadeus' broader goals to: • Foster an inclusive travel and tourism industry • Ensure inclusive access to products and services • Create an engaging culture for all employees • Maintain the highest standards of ethics and integrity

Amadeus continues to develop its approach to supporting persons with disabilities both within its workforce and through its technology solutions that serve the broader travel industry.

We embrace diversity, equity and inclusion. Our approach to diversity includes supporting persons with disabilities as part of our commitment to creating an inclusive workplace.

Information on persons with disabilities in our workforce is provided in the Sustainability data package where available and in compliance with local privacy regulations.

Persons with disabilities

Disability inclusion commitment

Novartis is a member of the International Labour Organization Global Business and Disability Network and the Valuable 500, promoting inclusion for people with disabilities in the workplace.

Partnership and collaboration

We also collaborate with international partners, such as Disability:IN, Purple Space and Business Disability Forum, to identify and develop best practice solutions to enable people with disabilities to participate as equal members of our organization.

Accessibility initiatives

Examples of this work include increasing physical and digital accessibility while integrating disability perspectives in relevant standards and practices.

Anti-discrimination policy

In accordance with the UN Standards of Conduct for Business, we also strive to tackle discrimination against employees who are lesbian, gay, bisexual, transgender, queer and intersex (LGBTQI).

Randstad is committed to supporting people with disabilities as part of its equity and inclusion initiatives.

Disability Inclusion Focus: Disability inclusion is one of the key focus areas in Randstad's Equity Policy. The company recognizes that the risk of exclusion is real for people with disabilities, whether they are entering, re-entering or staying active in the workforce.

Global Business Resource Groups: Six global Business Resource Groups (BRGs) provide employees with spaces to connect, collaborate, and drive equity and belonging in the workplace, including specific focus on disability inclusion.

Placement Services: While specific corporate employee disability metrics are not detailed in the available content, the company demonstrates its commitment through its services to external talent. In 2024, Randstad placed 11,600 people with disabilities in employment, showing the company's expertise and commitment to disability inclusion.

Equity Committee Oversight: The global Equity Committee acts as an internal executive advisory board responsible for driving and promoting inclusive leadership behaviors, including those related to disability inclusion.

Policy Framework: The company's Human Rights Policy and broader equity framework specifically address the needs of underrepresented groups, including people with disabilities, aiming to prevent violations and promote inclusive practices in operations and services.

Training and Development: As part of the comprehensive onboarding program, all employees receive information related to the Human Rights Policy and must complete mandatory compliance and refresher training, which includes understanding of inclusive practices for people with disabilities.

The company's approach to disability inclusion reflects its broader commitment to being the world's most equitable and specialized talent company, ensuring that all employees, regardless of their background or abilities, have opportunities to contribute, grow and succeed.

Training and skills development metrics

Amadeus measures and tracks training and skills development as part of its commitment to offering development opportunities for employees within the "Training and skills development, including talent attraction and retention" material topic.

Key Training Metrics:

Employee Learning & Development: • Training hours per employee is tracked as a key performance indicator • This metric is included in executive remuneration schemes, demonstrating the strategic importance of employee development to company leadership • Training hours per employee forms part of the sustainability goals with 12% weighting in executive compensation

Specialized Training Programs:

Cybersecurity Training: • Cybersecurity training completion is monitored as both a skills development and governance metric • Completion rates are included in executive remuneration schemes • Online training is provided to employees on various topics including proper use of the Speak Up Channel • Training and awareness activities are facilitated on sustainability topics

Leadership and Board Development: • Board of Directors participate in tailor-made training sessions • In 2024, four training sessions were conducted including sustainability matters • Specific training session on Corporate Sustainability Reporting Directive (CSRD) held in October 2024 • Training sessions on Artificial Intelligence and Cybersecurity

Skills Development Framework: Training and development initiatives support: • Employee career progression and development opportunities • Technical skills advancement in technology and innovation • Sustainability awareness and competency building • Leadership development across the organization • Compliance and risk management capabilities

Strategic Integration: Training metrics are integrated into: • Executive compensation and performance management • ESG Ambition sustainability strategy • Talent attraction and retention strategies • Overall workforce development objectives • Risk management and compliance frameworks

Global Scale: With a workforce of 20,643 employees across 100+ offices globally, Amadeus' training and development programs operate at significant scale, supporting diverse learning needs across different regions, functions, and career levels.

The specific quantitative training metrics and completion rates would require additional detailed reporting to provide comprehensive measurement of the company's training and skills development performance.

Training and skills development metrics

In 2024, we continued to invest in the training and development of our employees, empowering them with essential skills to learn, grow and advance their careers. For a total of 400,000 professional certifications achieved in the last years, our teams completed over 106,000 certifications in 2024, with 94,000 focusing on advanced digital technologies such as AI, machine learning, cloud computing and cybersecurity.

(*) Juniors are employees aged below 30 and classified within Global Capability Model (GCM) levels 0‑3.

Training and Skills Development Metrics

Training Hours

Training by Category

BIL provides comprehensive training programs across various categories:

Professional Development

• Technical skills training related to banking operations
• Regulatory compliance training
• Leadership and management development programs
• Language training to support international client base

ESG and Sustainability Training

• ESG principles and sustainable finance
• Climate risk management
• Responsible investment practices
• Environmental awareness programs

Technology and Digital Skills

• Cybersecurity awareness training (216 employees trained)
• Digital banking platforms and tools
• Data protection and privacy training
• Innovation and digitalisation workshops

Compliance and Risk Management

• Anti-money laundering (AML) training
• Know Your Customer (KYC) procedures
• Risk management frameworks
• Business conduct and ethics

Training Delivery Methods

In-Person Training

• Classroom-based sessions
• Workshops and seminars
• On-the-job training and mentoring

Digital Learning Platforms

• E-learning modules
• Virtual training sessions
• Online certification programs
• Webinars and digital conferences

External Training and Education

• Professional certification programs
• Industry conferences and seminars
• University partnerships for advanced education
• Cross-industry learning initiatives

Training Investment

BIL demonstrates its commitment to employee development through significant investment in training and development programs. The Bank recognises that continuous learning is essential for maintaining competitiveness, ensuring regulatory compliance, and supporting career progression.

Skills Development Initiatives

Career Development Programs

• Individual development planning
• Succession planning initiatives
• Cross-functional project assignments
• Mentorship and coaching programs

Specialised Training Programs

• Training courses for relationship managers in climate change adaptation and mitigation
• ESG training for investment professionals
• Digital transformation training for all employees
• Customer service excellence programs

Continuous Improvement

• Regular assessment of training effectiveness
• Employee feedback on training programs
• Adaptation of training content to meet evolving business needs
• Integration of new technologies in training delivery

The Bank's commitment to employee development is reflected in the high average training hours per employee, demonstrating its investment in building capabilities and ensuring employees can effectively serve clients while adapting to evolving market demands and regulatory requirements.

Training and skills development

Training and development initiatives:

• The Group's commitment is to prioritize employee development and foster a positive, inclusive work environment that champions diversity and inclusion, leveraging on learning platforms such as the Cementir Academy.
• Since 2020, the comprehensive training offered by the Cementir Academy to Cementir Group employees has been extended to board members. Among the courses, offered in micro e-learning mode, are those on fraud management, whistleblowing, human rights, cybersecurity, GDPR (Data Protection Regulation (EU) 2016/679), Code of Ethics, 231 Models, Diversity Equity & Inclusion.
• Since 2024, to emphasise the Company's commitment to sustainability, the course list has been expanded with a course on ESG issues, aimed at deepening the current position and outlining the Group's ESG objectives.

Training and skills development metrics

Leadership Development Programs

Female Leadership Program

• 2024/2025 Female Leadership Program (FLP) launched to empower women in tech leadership
• Program specifically designed to address gender balance in leadership positions
• Supports our strategic priority of diversity, equity, inclusion and belonging

Global Empowerment Program

• Global Empowerment Program (GEP) - first program launched and completed in 2024
• Global reach across our 46 countries of operation
• Focus on employee empowerment and capability development

Strategic Training Focus Areas

As part of our Social pillar with vision "To serve and develop people inside and outside our organization," we have established focus areas including:

• Employee advocacy, well-being and growth
• Talent attraction and recruitment practices
• Training and skills development metrics

Skills Development in Technology

Given our role as a customer-centric IT consultancy, our workforce development focuses on:

AI and Technology Expertise

• 10 years of Data & AI excellence celebrated in 2024
• Continuous upskilling in Generative AI solutions
• Cloud services and cybersecurity expertise development

Professional Certifications and Partnerships

• Microsoft partnership expertise development
• AWS certification and training programs
• Broadcom and other vendor-specific training

Employee Growth and Development

Workforce Investment

• 161 new FTEs added in 2024 demonstrating continued investment in talent
• Focus on internal capability building and career progression
• Cross-cultural development with 90 nationalities represented

Employee Engagement in Development

• Annual employee feedback survey with 62% participation rate
• 4.13 out of 5 overall score across nine categories including development opportunities
• Results used to improve training and development programs

Skill Development Metrics (Qualitative)

Technical Excellence

• Recognition as Microsoft Partner of the Year for Scale Solutions (LSP)
• Gartner Magic Quadrant Leader for Software Asset Management Managed Services (fourth consecutive year)
• AWS EMEA Telco Partner of the Year recognition

Innovation Capability

• Featured in United Nations Gen AI for Global Goals report highlighting AI innovation leadership
• Development of proprietary platforms like Cloud-iQ and Crayon Cloud Cost Control

Future Development Commitments

With training and skills development as a focus area under our five-year ESG strategy (2025-2030), we are committed to:

• Expanding leadership development programs
• Strengthening technical capabilities in emerging technologies
• Measuring and reporting quantitative training metrics in future reporting periods

Our approach to skills development reflects our commitment to employee growth while building capabilities that serve our customers' evolving technology needs across 46 countries worldwide.

Training and skills development metrics

Training Hours

Training hours: 1,027 thousand in 2024.

Training Growth Target

+15% hours of training by 2028 compared to 2024

Knowledge Development Culture

Eni promotes the development of a culture based on dissemination of knowledge, recognizing the importance of continuous learning and development.

Eni recognizes the value of its people as a fundamental element for the success of the company and guarantees a working environment that favors the full development of everyone's potential.

Skills Enhancement

The Directors' skills on ESG and sustainability have been further strengthened through a structured induction program launched at the beginning of the mandate and extensively developed in 2024.

Technology and Innovation Skills

Eni's technological progresses and the development of new energy solutions will exploit advanced capabilities, representing an essential lever in achieving business objectives and the Net Zero goal by 2050.

Training and skills development metrics

Training Programs

As at December 31, 2024, 80 (78) young people were in dual vocational training at the German companies. 18 (24) trainees and dual students completed their training in the reporting year.

We provide training in different commercial and technical professions. We also offer goal-oriented and qualified high school graduates the opportunity to attend a dual study program, which leads to a bachelor's degree, in cooperation with the Duale Hochschule Baden-Württemberg (DHBW).

Dual study programs are a key building block for junior staff development at FUCHS. In addition to the various training courses and DHBW study programs, we also offer involvement in cross-group, international projects. Many of our current top performers are former FUCHS students, trainees and interns. Many management positions throughout the Group have now been filled by our former students.

Research and Development

In the reporting year 2024, 641 (597) employees, and thus around 10% of the total workforce, were engaged in research and development (R&D), working on around 650 projects (680). R&D expenditures amounting to €79 million (71) contributed to further expanding the innovative strength of FUCHS.

Training and Skills Development

Training delivered: 1.4 million hours of training delivered to employees

Training opportunities: 1,281 training opportunities including internship, apprenticeship, traineeship and school-to-work alternation programmes

New hires with STEM qualifications: 7,434 new hires, 42.5% hold a STEM degree, 50.5% under 30 and 24% women

Skills management: The Group monitors and manages competencies and professional skills by means of plans of action directed at attracting, retaining and motivating its human resources, managing talents, providing ongoing specialist training and reskilling/upskilling, insourcing core competencies and defining succession plans, with the gradual adoption of state-of-the-art tools of People Analytics and new Lifelong Learning development and training platforms for all personnel, particularly in the STEM (Science, Technology, Engineering & Mathematics) area.

Training stands out as a crucial tool for enhancing expertise. Each of our portfolio companies provides a diverse range of training programs for their employees.

For both MTG and our employees, career development is of high interest. To be able to provide individualized career growth, each of our portfolio companies conducts annual reviews. This ensures that career development remains a focal point. In 2024, 91.9% of employees participated in at least one review.

We provide versatile learning opportunities to support the growth of our people. To support the growing demand for continuous learning, we launched a new learning platform, WeLearn, in October 2024. The platform offers personalized learning experiences to help employees discover new learning opportunities based both on role requirements and personal skills and interests.

In 2024, we organized several strategic development programs for different target groups with the help of our partners. The programs are built on strategy and leadership and are delivered by top-of-the-field professors to ensure an inspiring learning experience.

Training metrics:

• Average time spent in learning programs for Neste employees in 2024 was 18.5 hours
• Company-wide development programs had more than 640 participants

We encourage everyone to be the leader of their own development by driving clarity, supporting growth and empowering renewal. This includes regular Forward discussions with line managers to discuss development plans and set learning goals.

Novabase deeply values the continuing vocational training of its employees, recognizing it as a cornerstone for individual growth, innovation and the company's competitiveness in the current demanding labour market. Investing in the development of technical and behavioural competences not only helps to keep up with technological change and sector trends, but also helps to put internal talent to good use, promoting a constant culture of learning and excellence.

In 2024 the average number of training hours per employee was 31 and it involved a greater percentage of employees.

Training and skills development metrics

Learning hours

Training and development approach

We recognize that preparing for the future requires a workforce with a depth and breadth of skills. That is why we invest in the development of our people for current and future skills, offering access to business-critical, personal and professional development training.

We also place emphasis on continuous learning, career development and employees taking full ownership of their growth, guided by their manager and supported through enterprise tools and solutions.

AI-enabled talent marketplace

In 2024, we ramped up the opportunities for our people to learn and apply new skills through our AI-enabled talent marketplace. Employees can use internal AI-based platforms to manage how they learn, find new roles, and develop their skills and experiences through new projects, job rotations, mentoring or volunteering.

Early career development

We enhanced our Early Career program to identify, hire and develop early career talent linked to future skill gaps, so that the business has pools of early career talent with the right specialized knowledge, skills and experiences.

AI upskilling

Additionally, we launched AI upskilling efforts to equip our workforce with the skills to leverage AI technologies, driving innovation and improving efficiency.

Leadership development

We invest in our leaders to strengthen their ability to lead and develop people, navigate complexity, and deliver collective impact. We develop our leaders based on their needs and role, through training programs and on-demand measures, such as individual coaching and team effectiveness resources.

Over 5,000 colleagues were engaged via various digital channels as well as through dedicated workshops in 2024, gaining the skills and confidence to harness the potential of GenAI.

Borealis is also partnering with Microsoft Copilot to work with an AI-powered virtual assistant that helps with tasks like generating text, translating languages, summarizing content, writing code, and answering complex questions. This initiative was launched in 2024, accompanied by the introduction of a 20-day training program called the MAI challenge. This program aims to educate employees about AI and to train them on its safe and efficient use.

Training and Skills Development Metrics:

Learning and Development Framework: Ongoing training and development is essential to Randstad's success and core to the employee value proposition. Learning and Development is embedded at local, regional and global levels, with coaching and mentoring available to all employees, regardless of seniority.

Training Programs: Locally, programs are developed by markets, often in partnership with leading business schools. Training programs are competency-based and focus on:

• Leadership development
• Digital fluency
• Sales skills
• Job-related technical skills
• Interpersonal or 'soft' skills

For field positions, dedicated training programs focus on operational skills and specific knowledge required for the job.

Delivery Methods: Randstad utilizes a range of training formats including:

• Classroom learning
• Hybrid learning
• E-learning
• Gamification

Frits Goldschmeding Academy: At the global level, the award-winning Frits Goldschmeding Academy offers state-of-the-art leadership programs, online and hybrid learning experiences. Designed in partnership with world-leading business schools such as TIAS, INSEAD, Singapore Management University and Vlerick Business School, these programs are supported by the executive leadership team and senior leaders as sponsors.

Manager Involvement: People managers are expected and incentivized to reinforce their teams' learning journeys, ensuring that development is integrated into day-to-day operations.

Career Development: To offer employees more opportunities and build Randstad's talent bench strength, the company offers experiential and stretch assignments, supporting employees through coaching and mentoring.

Specialization Training: In 2024, the company launched new specialization sales training aimed at enhancing business growth and client satisfaction, reflecting the implementation of the four-specialization framework across all markets.

Mandatory Compliance Training: All employees must complete mandatory compliance and refresher training in human rights, business principles, and other key policies as part of both onboarding and ongoing development.

Training and Skills Development

Learning Target

• Saab established a target of 40 learning hours per employee per year

Development Programs

During the year, Saab expanded its people development, upskilling and learning platforms through its CareerHub, promoting continuous learning and internal mobility within the Group. The Saab "gig" is one such programme which connects talents with opportunities to leverage their experiences and skills in a new competence area or division.

People Strategy Focus Areas

Saab's people strategy builds on four pillars:

• Securing future workforce, leaders and competences
• Transforming the way we work, enabling improved performance and efficiency
• Accelerating continuous learning
• Creating the best people experience

Personnel Development

Our established FORWARD personnel development program functions as a central component for securing specialist and management staff within the Salzgitter Group. With a view to stepping up the program, activities to link our talent management and our mentoring program for women were undertaken in the reporting year. The aim is to involve women mentees from the mentoring program in a more targeted manner in the future in the talent management nomination process and to identify female high potentials in order to promote the process of recruiting female employees for management roles.

A groupwide network event designed to support all mentees took place in 2024. A day was reserved for discussing aspects of career development for women in various workshops, keynotes and presentations, thereby strengthening the groupwide network.

Training and skills development metrics

2024 Training and Development Achievements:

AI and Data Expertise Development:

• 43% increase in the number of data and AI experts compared to previous year
• Three-level training programme in artificial intelligence launched for consultants
• Published a handbook for AI-powered developers
• Continuous development of personnel's AI expertise through both training and recruitment

Strategic focus on competence development: Siili's strategic priority as a "Pioneer in AI-powered digital development" requires continuous investment in employee competence development. The company has made significant investments in developing AI and data capabilities across the organization.

Training approach:

• Continuous learning: Part of Siili's strategy to be a "community of top talent"
• On-the-job development: Providing assignments where employees can enhance their expertise
• Formal training programs: Structured AI training programmes
• Knowledge sharing: Development of internal resources like AI development handbook

Development opportunities as strategic pillar: Employee development opportunities are identified as one of the key themes impacting employee experience, alongside remuneration, well-being, culture, community spirit and meaningful customer projects.

Customer project learning: Employees gain valuable experience through meaningful customer projects, particularly in AI and data transformation initiatives, allowing them to apply new skills in real-world scenarios.

Future development: Detailed training metrics including hours of training, training categories, and employee participation rates will be established as part of the sustainability program development in 2025. The company will continue to prioritize competence development as a core element of its talent strategy and competitive advantage in AI transformation.

Our people are key to our operations and the success of our strategy, and we continuously focus on ensuring well-being at work and nurturing social dialogue, while creating the skills and capabilities to support our future performance.

In 2024 we defined our new culture with teams across the globe, with overall almost 3,000 people contributing to our new Culture and Beliefs program, focusing on three core behaviors – focus, ownership, and collaboration.

Training and Skills Development

EMPLOYEES TRAINED IN RESPONSIBLE AI: 97%

97% of our employees – 23 199 individuals – were trained in Responsible AI.

During 2024, our annual training for employees included a new module on Responsible AI. We remain committed to keeping ourselves at the forefront of technology adoption, also with respect to our responsible approach.

Technology and Professional Development:

Beyond the value that technologies such as AI bring to people, businesses and societies, technology development also fuels continuous learning and professional growth for Tietoevry employees. We encourage our people to embrace these opportunities.

Tietoevry continued to actively invest and promote reskilling towards new technologies of cloud, data and AI.

Training and skills development metrics

Investment in employee development TKH makes significant investments in training and skills development as part of our commitment to building a talented and capable workforce.

R&D and technical skills development

• Over 750 employees dedicated to R&D and software development
• €80.7 million annual investment in R&D activities (2023: €77.2 million)
• Focus on advancing technical capabilities in AI, software development, and advanced technologies
• Continuous skill development in emerging technologies and innovation

Training program scope

• Training and skills management programs aligned with business needs
• Management development programs for leadership capabilities
• Technical training for manufacturing and operational roles
• Safety training and awareness programs across all operations
• Skills development supporting technology advancement and innovation

Capability development initiatives

• Knowledge sharing and development across the organization
• Transfer of skills and knowledge through centralized expertise pools
• Cross-functional training supporting integrated technology solutions
• Specialized training for advanced manufacturing systems and automation

Development program effectiveness

• Regular assessment of training needs and effectiveness
• Employee feedback on development opportunities and programs
• Career development discussions and planning processes
• Skills gap analysis and targeted development programs

Innovation and technology focus

• AI and software development training supporting technology leadership
• Advanced manufacturing and automation skills development
• Vision technology and machine learning capabilities
• Customer-focused solution development and sales training

Continuous learning culture

• Emphasis on continuous skill development and learning
• Support for professional development and career advancement
• Integration of learning objectives with performance management
• Investment in employee capabilities aligned with strategic objectives

External collaboration

• University partnerships for advanced R&D and skills development
• Industry collaboration for best practice sharing and development
• Professional certification and external training programs
• Knowledge exchange with technology partners and customers

Note: Specific quantitative training metrics (hours, participation rates, completion rates) would typically be included here but were not found in the provided report text.

The Group maintains 16 active communities of practice for knowledge and skills sharing, supporting training and skills development across the organization.

Health and safety metrics

Amadeus monitors health and safety performance as part of its material focus on "Working time, work-life balance and health and safety" within the own workforce sustainability area.

Health and Safety Framework: Health and safety considerations are embedded within: • People Policy that addresses workplace health and safety • Human Rights Policy that recognizes safe working conditions • Overall workforce policies and procedures • Global operations across 100+ offices

Work Environment Focus: As a technology company primarily engaged in office-based work, Amadeus' health and safety considerations include: • Safe working environments across global offices • Ergonomic workplace design and equipment • Mental health and wellbeing support • Work-life balance initiatives • Flexible working arrangements

Integration with Material Topics: Health and safety metrics support the broader material topic encompassing: • Working time management • Work-life balance initiatives • Overall employee wellbeing • Flexible and healthy employee experience

Strategic Context: Health and safety performance contributes to Amadeus' goals to: • Provide a flexible, healthy and inclusive employee experience • Create an engaging culture for all employees • Maintain high standards of workplace practices • Support employee wellbeing and productivity • Attract and retain talent effectively

Global Operations: With operations across more than 190 countries and 100+ offices, Amadeus: • Adapts health and safety practices to local regulatory requirements • Maintains consistent global standards where possible • Considers regional variations in workplace safety practices • Ensures compliance with local health and safety legislation

Monitoring and Improvement: Health and safety metrics are part of: • Regular workforce performance monitoring • Employee engagement and satisfaction surveys • Risk management and compliance frameworks • Continuous improvement initiatives

Specific quantitative health and safety metrics such as incident rates, injury frequency, and safety performance indicators would require additional detailed reporting to provide comprehensive measurement of the company's health and safety performance.

In production, we want to further improve safety and focus on reducing high-severity work-related accidents and process incidents. By 2030, we aim to achieve a rate of no more than 0.10 High Severity Process Safety Incidents (hsPSI) per 200,000 working hours. The global rate of hsPSI in 2024 was 0.03 (2023: 0.05 hsPSI).

For the period up to 2030, we are also committed to a maximum rate of 0.05 High Severity Work Process Related Injuries (HSI) per 200,000 working hours. In the 2024 business year, this figure stood at 0.02 HSI (2023: 0.03 HSI).

Health & Safety

Key safety achievements:

• LTIFR: 3.0 (employees)
• During 2024, no fatal or serious accidents occurred among employees.
• We consolidated the positive trend recorded in previous years, in line with our industrial goals.
• The main causes of accidents in 2024 were mostly related to events such as trips, slips and falls.
• During the month of April, in conjunction with the celebrations of World Health and Safety Day, we carried out additional awareness-raising initiatives focused on communicating unsafe conditions and behaviour.
• The Group's commitment is to promote a strong safety culture with the goal to achieve Zero Accidents through regular training and awareness programs.

WASH Initiative:

• We continued the implementation of planned improvement actions regarding our WASH - (Water, Sanitation and Hygiene) commitment made in 2023. We have worked to improve access to drinking water and sanitation for all workers at workplaces whose operational control is our responsibility.

All Health & Safety indicators refer to employees. LTI: number of injuries with working days of absence. LTIFR: (injuries with working days of absence/hours worked) x 1,000,000. LTISR: (working days of absence/hours worked) x 1,000.

Health and safety metrics

2024 Health and Safety Performance

Health and Safety Management

Governance Structure

Responsibility for employee health and safety at Crayon is shared between:

• Human Resources teams
• Trust Unit teams

Compliance Framework

• Sound safety and health practices are integral to our operations
• Full compliance with all local workplace safety regulations across 46 countries
• Systematic approach to health and safety management aligned with local requirements

Safety Performance Achievement

Zero Harm Results

• No work-related fatalities in 2024
• No work-related injuries reported in 2024
• Demonstrates effective prevention and safety management systems

Absence Management

• 2.2% absence rate from work due to sickness in 2024
• Low absence rate indicates effective health and wellbeing support
• Reflects positive work environment and employee health initiatives

Health and Safety as Part of ESG Strategy

Health and safety considerations are integrated into our broader ESG approach:

Employee Wellbeing Focus

• Part of our Social pillar: "To serve and develop people inside and outside our organization"
• Employee advocacy, well-being and growth identified as a key focus area
• Links to our strategic priority of diversity, equity, inclusion and belonging

Global Implementation

• Consistent health and safety standards across 46 countries
• Local adaptation to comply with varying national regulations
• 4,182 FTEs covered by our health and safety programs

Risk Management Approach

As part of our systematic risk management:

• The Board regularly reviews risk profiles including health and safety risks
• Integration with our broader enterprise risk management framework
• Preventive approach focusing on maintaining safe working conditions

Future Commitment

Our target is to maintain zero work-related fatalities or injuries and continue our strong health and safety performance as we expand our global operations and workforce.

The excellent 2024 health and safety performance reflects our commitment to providing a safe and healthy work environment for all employees across our diverse, international operations.

Health and safety metrics

Health and Safety strategy

Our Health and Safety strategy is focused on shaping a proactive safety culture. We are committed to doing the utmost to ensure that every one of our colleagues and contractors returns home safely every day. We deeply regret that two people lost their lives while working for us in 2024 (2023: 3). An independent investigation team thoroughly investigates every fatality to identify and understand the root cause. We take action to prevent recurrence and share learnings, with corrective and improvement actions followed up until closure.

Several activities were carried out to shape a leading health and safety culture in 2024. We launched and implemented the Hearts and Minds programme, aiming to enable operating companies to assess their current safety cultural level, identify gaps and develop improvement plans to close them. We also continued with the regional turnaround programme, launched in 2023, as an immediate call to action to improve safety performance where it is needed most. The measures we took helped improve our Total Recordable injury Rate (TRR) for employees and temporary workers from 1.2 per 200,000 hours worked in 2023 to 0.9 in 2024.

Health and safety metrics

Note: KONE did not report the number of days lost to injuries, accidents, fatalities or illness for the reporting period 2024, using the phase-in provisions of the ESRS.

Health and Safety Metrics

Performance: 16.5% reduction in the injury rate compared to 2023

Risk management: Risks to the workers' health and safety are based on the principle of zero tolerance, in strict compliance with the relevant regulations, and are managed through targeted risk analyses, which take account of injury frequency and severity rates and related improvement objectives, specific action and training plans, within the framework of a precise system of proxies and powers for each relevant matter, aimed at ensuring that the action taken complies with the Group's guidelines.

Certification commitment: The Group also confirms its commitment to extend the coverage in terms of Health and Safety System, for example through the ISO 45001 certification.

Each of our portfolio companies has a workers' council, or a comparable entity, tasked with addressing work-related injuries and health concerns, and proposing improvements. The frequency and format of these meetings vary, based on the structure and needs of each company.

At Neste, the safety of our people and partners is paramount. We are committed to creating workplaces that are free from fatalities and serious injuries.

In 2024, we focused on fatality prevention by developing proactive safety practices to ensure critical safeguards are in place that were functioning and effective. We started work to unify and develop our approach to verifying safeguards for high risk work by creating standardized Safe Work Practices such as Working at Heights and Hot Work.

Safety performance metrics:

• Safe Days: 278 (2023: 278)
• Number of incidents: 108 (2023: 94)
• TRIF (Total Recordable Injury Frequency): 2.2 (2023: 2.3) - did not reach the target level (1.8)
• Contractor TRIF: 1.7

Proactive verifications of safeguards, along with observation tours and inspection rounds, facilitate productive safety discussions and interactions with frontline workers. During the Porvoo Turnaround 2024, over 6,000 preventive safety activities were conducted.

In 2024, we continued I Act Safe learning workshops. These reached a broad audience, with a total of 27 workshops organized and approximately 350 participants.

Health and safety metrics

¹ One contractor fatality in consolidated operations in 2024. In 2023, there was one contractor fatality in consolidated operations that is still under investigation for work relatedness, as well as one contractor fatality at the joint venture Qatalum that is not part of consolidated statistics.

Note: Includes both employees and contractors. In 2024, the total recordable injury (TRI) rate was 2.0 per million hours worked by employees and contractors, with the majority of injuries relatively minor.

Work accidents

The work environment at Novabase Group is not characterized by frequent work injuries, given that the nature of its activities does not require significant physical exertion by its employees or service suppliers.

In 2024 the number of work accidents with and without sick leave included the categories of Client Facilities/Travel and Office/Home-Work, 5 accidents having been registered.

Absenteeism rate

In 2024 the absenteeism rate for medical consultations was 1.32%, falling below the set target of 2.81%. This result denotes good management and follow-up of occupational medicine.