ÖBB Annual Report 2025

Group Management Report 146 Österreichische Bundesbahnen-Holding Aktiengesellscha ft Consolidat ed Financial Statements | Group Manag ement Report 103 The groundwork for implementing the EU Pay Transparency Directive was laid in 2025. The aim is to put the framework in place for a gender-neutral salary and remuneration policy. No. Description of action (without specific targets) 1) Status 2) M7 Gender-neutral salary and remuneration policy: The ongoing development of job descriptions, salary ranges, and career maps ensures transparent, competitive remuneration. The salary ranges are based on annual market benchmarks and salary studies that ensure a Group-wide remuneration policy in line with the market. Ongoing IRO: S1-A-2, S1-A-3 | Policy: S1-K-1, S1-K-4 1) In the reporting year, no strategic KPIs were defined at Group level on this topic, but specific performance, productivity, and structural key figures are available within the Group at a more detailed level, which are also monitored. 2) ESRS 2.MDR-A.68.c, e Health A comprehensive set of actions was defined as part of the “Ability to work and health” sub-area strategy and of the target tracking determined on this basis. Target To improve the Work Ability Index by 2030 ≥70 Status 1) Target scope 2) ÖBB Group domestic Being implemented Methodology for determining targets 3) The target level for the above-mentioned key figures was set by management in consultation with the experts appointed by the department heads based on an analysis of the values already collected in prior years and is evaluated at regular intervals. In addition to the data analysis, common market benchmarks and state-of-the-art methods were also taken into account when determining the target level Methodology for calculating the target key figure The “Work Ability Index” key figure is collected as part of the regular employee survey conducted Group-wide by an external institute. The work ability dimension consists of five aspects with forty-three questions between them. The answers to the questions are added up and—in order to establish comparability over time and between the organizational units—statistically standardized to the values 0–100. Health actions M8 Strengthening health-promoting leadership: Mandatory training on “Healthy leadership and addiction prevention” for all managers and team coordinators in the company. A module on life-phase-oriented leadership was added to the program in 2025. Being implemented M9 Promoting healthy workplaces: Support on health-promoting workplace design is offered to managers as part of taskforce projects in an effort to minimize long-term risks. Being implemented M10 Optimizing early detection and intervention: Promoting the individual health literacy of ÖBB employees. This is offered as part of low-threshold prevention programs that attract over 2,770 participants (such as the “5 risks check” and piloting a health kiosk). Being implemented M12 Implementing solutions for limited ability to work and optimizing professional reintegration: Assistance and support with the professional reintegration of employees who have been ill or had an accident and helping them regain their ability to work. Being implemented M13 Deploying an occupational health management system: Conducting over 390 consultations with managers and over 760 consultations with employees and putting nearly 700 actions in place; organizing a dedicated “psychosocial year.” Being implemented M14 Actions for structural establishment: Focusing more on legally standardized healthcare protection by managing 15.6 thousand medical fitness examinations, 1,900 vaccinations, and 750 referrals for visual aids. Being implemented IRO: S1-A-7 | Policy: S1-K-1 1) ESRS 2.MDR-T.80.j; ESRS 2.MDR-A.68.e. 2) ESRS 2.MDR-T.80.c. 3) ESRS 2.MDR-T.80.a, f. | MR103 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