ÖBB Annual Report 2025

141 Group Management Report Österreichische Bundesbahnen -Holding Aktiengesellschaf t Consolidated Financial Statements | Group Management Report 98 No. Policy1 ) Description S1-K-4 Salary band widths 2) Evaluation of the role based on the job description is carried out using the Korn-Ferry-Hay job value profile method. The resulting salary ranges are defined for each grade and form a uniform Group-wide (regulatory) pay framework. The ÖBB salary ranges create a tool to ensure equal pay opportunities for equivalent activities within the ÖBB Group. There are also separate salary ranges for management roles, which also include the variable remuneration component (management by objectives (MbO)). The compensation policy for management roles in the ÖBB Group governs the framework conditions for the remuneration of management roles. The variable remuneration component is governed in the MbO policy. S1-K-5 Social dialogue The workforce is represented by works councils and the European Works Council; see the Subchapter “Processes for integrating the corporate group’s own workforce and employee representatives regarding impacts.” 1) ESRS S1-1.19.MDR-P.65.a. 2) The above statements apply to Austria. Some of the subsidiaries abroad have their own rules and regulations, which take into account the specific arrangements for each country. The framework conditions and minimum standards have been created for this purpose. ESRS S1-1.19.MDR-P.65.b. Equal treatment and equal opportunities ÖBB is committed to an open, respectful working culture with equal opportunities for all employees. The Equal Treatment Act has been mandatory in Austria since 1979. ÖBB acts accordingly: Neither ethnic origin, skin color, sex, gender, sexual orientation, gender identity, disability, care needs, age, religion, political opinion, national origin, or social background— or any other forms of discrimination covered by EU legislation and national law—may result in any disadvantage within the ÖBB Group. The applicable national laws are observed in the sub-group companies abroad. No. Policy1 ) Description S1-K-6 2) 3) 4) Group policy on equal treatment One of the foundations of the diversity strategy is ensuring equal treatment. Equal treatment means that no one may be discriminated against directly or indirectly on the basis of ethnicity, religion or belief, age, sexual orientation, disability or gender. Diversity Charter The Diversity Charter forms part of the diversity functional strategy and specifies management targets for achieving the desired proportions of women and of employees with disabilities by 2026. Target achievement is evaluated on a quarterly basis and presented to the top management of the sub-group companies in the Group-wide diversity report in order to further improve the actions. Charter of Inclusion With the “Charter of Inclusion” as part of the functional diversity strategy, the Group Works Council and the Group Disability Representative Body voluntarily created a framework that makes it easier for persons with disabilities to join the ÖBB Group and enables inclusive, accessible, and equal-opportunity employment. The Charter is based on the Disability Equality Act and national laws. 5) The Inclusion Action Plan was drawn up on the basis of the “Charter for Inclusion.” This contains concrete packages of actions in the following fields: “Job and anti-discrimination,” “Training and further education,” “Infrastructure and accessible workplace,” “Social life and social affairs,” and “Apprentices and women.” The status quo of the actions is analyzed and updated throughout the Group at regular intervals. S1-K-7 2) Further training and skills development The ÖBB Group supports employees throughout their career, from the apprenticeship program through to further training opportunities via the ÖBB Academy and the training catalog. Training is offered in person, online, and in a hybrid form. Technological change is shaping training and further education, most notably via AI-related content. Onboarding processes make it easier to get started, while tailored programs and coaching support personal development. The performance and talent management teams use tools such as employee appraisals and “taking stock” assessments to identify and foster areas of potential. S1-K-8 2) Apprenticeship program The ÖBB Group is one of the largest workplaces for apprentices in Austria and the country’s biggest apprenticeship trainer. ÖBB is currently training 2,100 young people to become highly qualified specialists. Most of the 26 apprenticeship professions are offered by ÖBB-Infrastruktur AG’s training and development department and coordinated throughout the Group. The companies ÖBB-Personenverkehr AG and Rail Cargo Austria AG primarily offer apprenticeships in commercial professions. ÖBB- Infrastruktur AG and Österreichische Postbus AG mainly train apprentices in technical professions. 1) ESRS S1-1.19.MDR-P.65.a. 2) The respective sub-group companies are responsible for cascading these ÖBB Group-wide strategies and implementing the policies. They apply for the ÖBB Group. ESRS S1-1.19.MDR-P.65.b, c. 3) The elimination of discrimination (including harassment) and the promotion of equal opportunities and other opportunities to promote diversity and inclusion are addressed in the policy. ESRS S1-1.24.a. 4) The policy addresses grounds for discrimination such as ethnic background, color, sex, gender, sexual orientation, gender identity, disability, age, religion, political opinion, nationality background, or social background. ESRS S1-1.24.b. 5) ESRS S1-1.24.c. MR98 | E.3. S1 Own workforce S2 Workers in the value chain S3 Affected communities S4 Consumers and end-users