ÖBB Annual Report 2025

107 Group Management Report Öst erreichische Bundesbahn en -Holding Aktiengesellscha ft Consolidated Financial Statements | Group Management Report 64 Existing analyses such as the climate risk and vulnerability analysis, which has been running since 2022, as well as the analysis of climate-related transition risks and opportunities, are also included. In this process, the entire ÖBB Group with all sub-group companies as well as parts of the upstream and downstream value chain were considered. ESRS E1.IRO-1.20.b The analysis of climate-related transition risks and opportunities carried out for the first time for the 2025 financial year is based on the assumptions and metrics of the Environment Agency Austria’s Transition scenario. The time horizons used for the resilience analysis correspond to those of the climate risk analysis . To assess the resilience of the business model, the identified gross risks were reconciled with the corresponding net risks. In this context, an analysis was conducted of the extent to which existing or planned actions – particularly climate change mitigation actions and climate change adaptation actions in accordance with ESRS – can contribute to reducing these gross risks. It has been shown that climate change leads to changes in economic, regulatory and technological framework conditions. In addition, physical risks from more frequent extreme weather events that could have a negative impact on the ÖBB Group were identified. Specific policies, targets and actions in accordance with ESRS E1-3andE1-4have been developed Group-wide for the assets and business activities identified as being at risk, and appropriate financial resources have been earmarked for their implementation so that the ÖBB Group can adapt its business model to the consequences of climate change and remain resilient to significant climate risks. ESRS E1.SBM-3.19.a, b, c, AR.7.b, c Policies related to climate change mitigation and climate change adaptation ÖBB has defined strategies (concepts), policies / regulations for managing the impacts / risks and opportunities related to climate change mitigation and climate change adaptation. Their aim is to manage these issues, overcome the challenges and address and implement potential improvements in a targeted and structured manner. The most important strategies / policies and regulations that support the Group strategy are listed below. ESRS E1-2.24, 25 No. Policies 1) Description 2 ) E1-K-1 Transition plan for climate change mitigation (formerly ÖBB climate protection strategy) Climate change mitigation is an integral part of the sustainability strategy of ÖBB and therefore plays a central position in the corporate group’s orientation. ÖBB’s understanding of climate protection, including targets, policies / business model for achieving climate neutrality by 2050, information on capital expenditure and the main decarbonization levers are presented in ÖBB’s transition plan for climate change mitigation. E1-K-2 Climate change adaptation Climate change is one of the biggest challenges worldwide. Climate-related changes affect a range of sectors, systems, and institutions. Climate change adaptation is part of the sustainability strategy of ÖBB. The associated strategic concepts primarily relate to infrastructure and assets, which are crucial for safe operations management and high route availability. Protecting these systems and minimizing disruption is a top priority in order to minimize disruption for customers and employees. Prevention, monitoring and early warning systems are important action plans. The strategic directions were further specified in 2025, where possible, and supplemented with additional actions plans. This will continue in the coming years. E1-K-3 Energy strategy The ambitious targets of the energy strategy for 2030+: To increase the level of self-sufficiency in traction power from 60% to 80% by upgrading and modernizing the company’s own hydroelectric, solar, and wind power plants in cooperation with partners. In addition, internal energy efficiency is to be increased by 25%, for example, by modernizing the traction power network or optimizing buildings. The actions taken are primarily intended to help the Group become more independent in terms of energy. 1) Policies, strategies and plans are decided by the Board of Management of ÖBB-Holding AG and apply to the entire ÖBB Group. 2) ESRS 2.MDR-P.65.a, b, c. Further considerations on strategically relevant topics relating to climate change mitigation and climate change adaptation are listed below. Sustainable Finance With the publication of the Sustainable Finance Framework (2023, update 2025), ÖBB integrates sustainability metrics into its financing instruments. This applies to capital market-oriented ÖBB companies and strengthens credibility with investors through transparency. Further details can be found in Chapter E.4 “Governance information” in the section “Company-specific information.” MR64 | E.2. EU Taxonomy E1 Climate change E2 Pollution E4 Biodiversity and ecosystems E5 Circular economy