ÖBB Annual Report 2025

Group Management Report 136 Österreichische Bundesbahnen-Holding Aktiengesellscha ft Consolidate d Financial Statements | Group Manag ement Report 93 E.3. Social information S1 Own workforce The ÖBB Group had 48,249 employees in 2025, which means 48,249 times spent ensuring that the rights of all employees are respected, that they are warned of and protected from dangers at an early stage, fairly remunerated, supported in their further training and development and that the balance between work and private life remains maintained. The ÖBB Group takes this responsibility very seriously and fulfills it with the utmost care, because the employees form the basis for the Group’s long-term success. Strategy The following chapter presents the concepts, targets and actions with which the Group reduces negative impacts and promotes positive effects. In accordance with the ESRS requirements, actions to prevent or reduce negative impacts on the Group’s own workforce are reported here as preventive or mitigating actions instead of “positive impacts.” The following significant actual or potential impacts, risks and opportunities for the ÖBB Group resulted from the double materiality analysis: No. Material impacts, risks and opportunities 1) 2) 3) Type of impact or risk/opportunity 4) Time horizon 4) Information on what part of the value chain is impacted 4) Subtopic: Working conditions S1-A-1 5) Due to the ownership structure with the Republic of Austria as owner, the ÖBB Group can guarantee secure jobs even in times of crisis. Positive Short-term – Own business activities – Upstream value chain S1-A-2 5) Making working conditions (including pay) and working hours fair and flexible has a positive impact on employee satisfaction in Austria. Positive Short-term – Own business activities S1-A-3 5) Works councils in Austria and abroad (the EWC) represent the interests of employees, which boosts employee satisfaction and improves transnational cooperation. Positive Short-term – Own business activities S1-A-4 5) A constructive and social dialog can contribute to employee satisfaction, improve the working atmosphere and help prevent and resolve conflicts. Positive Short-term – Own business activities S1-A-5 Creating the right conditions within the company to promote a work-life balance contributes to employee satisfaction, health and productivity. Positive Short-term – Own business activities S1-A-6 Generational change and early turnover can lead to a knowledge drain and a shortage of staff. This, coupled with market-related influences, lands the current workforce with an increased workload. Negative Short-term – Own business activities S1-A-7 Occupational accidents can harm the health of employees and contractors and thus cause production downtimes (manufacturing, operations, etc.). Negative Short-term – Own business activities – Up- and downstream value chain 1) Material impacts are to be regarded as real unless explicit reference is made to the contrary. ESRS 2.SBM-3.48.c. 2) The update of the double materiality analysis has led to minor adjustments (type of impact or risk/opportunity, time horizon, and information on the value chain) compared to the prior year. ESRS 2.SBM-3.48.g. 3) No material impacts on the company’s own workforce have been identified as part of transition plans to reduce negative environmental impacts and achieve greener and climate-neutral operations. ESRS S1.14 e; ESRS S1.SBM-3-14.AR 43. 4) ESRS 2.SBM-3.48.c. 5) Impacts were not assigned to a specific target, but have been taken into account through policies and actions. | MR93 E.  Non-financial statement E.1. General information E.2. Environmental inform ation E.3. Social information E.4. Governance information E.5. ESRS index