ÖBB Annual Report 2025

139 Group Management Report Österreichische Bundesbahnen -Holding Aktiengesellschaf t Consolidated Financial Statements | Group Management Report 96 Strategic impact drivers *) Description Culture and diversity Corporate values and management principles provide guidance for action and form the basis for all activities. The focus is on valuing diversity, using diversity skills to solve challenges, strengthening employees’ ability to work and their health, and creating an open, appreciative and solution- oriented culture of cooperation. Strong employer brand The “strong employer brand” approach is focused on creating attractive and modern working and employment conditions throughout the different phases of employees’ lives, as well as positioning the company as an employer with a wide range of development opportunities, room for diversity, and meaningful jobs in a reliable and secure working environment. *) ESRS S1-1.19.MDR-P.65.a. Human Resources is a key part of the corporate culture and strategy of the ÖBB Group. Social sustainability is both anchored in the Group’s sustainability strategy and linked to the Group-wide HR functional strategy. The HR functional strategy stipulates company-specific operational principles in relation to the corporate group’s own workforce. In accordance with Group guidelines, it is rolled out to the sub-group companies, where it is approved by the strategic HR management team and the relevant personnel management teams. The policies therefore apply to all ÖBB employees. Responsibility for implementation lies at the highest level, namely with the head of strategic HR management. ESRS S1-1.19.MDR-P.65.b, c Measures and the associated targets are set out in the following subchapters: “Actions taken on material impacts on the own workforce,” “Approaches to managing material risks and pursuing material opportunities related to the own workforce,” and “Effectiveness of those actions.” The effectiveness of the collaboration is assessed among other things using the results of the employee survey. ESRS S1-2.27.b, c Various sub-area strategies were also developed to provide more in-depth content: Sub-area strategy 1) Description Personnel development Personnel development supports employees throughout their career. The focus is placed on targeted and sustainable development of employees. Training and further education in the ÖBB Group is geared towards the qualification requirements of the future while complying with legal requirements. The personnel development sub-area strategy focuses on onboarding culture, management development, talent and performance management, and modern forms of learning. Diversity and compatibility 2) The “Diversity” and “Compatibility” sub-area strategies were developed to aid the strategic management of the “Culture and diversity” impact driver. The “Diversity” sub-area strategy is geared toward increasing employer attractiveness. The “Compatibility” sub-area strategy incorporates work-life balance as an integral component. The aim is to relieve and support employees with multiple burdens due to care work in order to maintain their ability to work and their health. Flexible working time models are also defined in order to increase employee recruitment and retention and improve our positioning on the labor market. Recruitment and employer branding The “Recruitment and employer branding” sub-area strategy helps to implement the “Strong employer brand” strategic impact driver. Actions in recruitment and employer branding are based on the strategic priorities “Mastering recruitment,” “Promoting innovation,” “Ensuring competitiveness” and “Improving quality.” The continued high demand for staff is also being met by an increased external presence on the labor market. Ability to work and health Occupational health management is geared toward ensuring that all ÖBB employees are healthy and fit to work. The aim here is to improve working conditions on a continuous basis, optimize personal resources, and reduce stress levels. 1) ESRS S1-1.19.MDR-P.65.a. 2) ESRS S1-1.24.b. The topics addressed in the functional and sub-area strategy and the actions derived from these help to manage impacts, risks, and opportunities. Among other things, they focus on the risk of difficulties in attracting staff. The HR IT transformation project “H-IT-T” is driving change toward modern, efficient HR management and is being pursued as part of the “Efficient and modern HR management” strategic impact driver. The aim is to achieve an integrated HR IT landscape with uniform systems, digital solutions, and optimized processes, thus laying the foundations for HR work that is fit for the future. MR96 | E.3. S1 Own workforce S2 Workers in the value chain S3 Affected communities S4 Consumers and end-users