ÖBB Annual Report 2025

151 Group Management Report Öste rreichische Bundesbahnen-Holding Aktie ngesellscha ft Consolidated Financial Statements | Group Management Report 108 Actions for dealing with material opportunities and risks In the course of the double materiality analysis, financial opportunities and risks related to the company’s own workforce were identified. These relate to occupational safety, which has already been dealt with in the section “Actions to prevent, mitigate, and remedy impacts” as well as the issues of the shortage of skilled workers and high staff turnover. To counteract these risks, the ÖBB Group is increasing its presence on the labor market and taking action to inspire employees to work for the Group in the long term. This is supported by an optimized candidate and employee experience. ÖBB uses state-of-the-art recruitment methods and tools in cooperation with external stakeholders, pursues a target group-oriented approach in Austria and abroad, and uses a variety of employer branding measures to position ÖBB in the best possible way on the labor market. Target Keeping the time to hire (for specialist and cross-divisional functions), i.e. the time from advertisement to acceptance in days, at the same level Status 1) Target scope 2) ÖBB Group domestic Being imple- mented 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 Average time from advertisement to acceptance in days Action M37 “Always on” employer branding strategy: Our presence as an employer is secured throughout the year via the “Always on” online campaign, a successful fixture since 2023, as well as in-person formats such as the ÖBB Career Days, the ÖBB Experience Day, careers fairs, and other events of varying sizes. ÖBB’s partnerships with schools, the Public Employment Service, other educational institutions, and various universities were continued across Austria in order to maintain its profile as an employer among the different target groups throughout the year. The first-ever Group-wide Job Experience Day was held in Innsbruck, where around 130 visitors had the opportunity to learn about the world of jobs at ÖBB. In 2025, a total of 137,591 applications (py: 124,666) were processed in the ÖBB Group; the proportion of female applications was 28.3% (py: 28%) while the proportion of male applications was 71.2% (py: 69%); applicants identifying as non-binary made up the remainder. Being imple- mented M38 Job Shop: The ÖBB Job Shop offers applicants the opportunity to find out in person about career opportunities within the ÖBB Group easily, without the need to register, and just as they would with a recruiter. 2025 saw 2,709 visitors make direct contact with ÖBB’s recruitment experts thanks to the ease of accessing this service. Being imple- mented M39 International HR recruitment: The search for employees and potential talent for specific jobs is conducted as requirements dictate and may take in the international job market depending on the state of the relevant national job market. This is facilitated by targeted efforts to forge partnerships with organizations in Austria and abroad. Being imple- mented M40 “WHAT ARE YOU DOING?” image campaign: The “AND WHAT ARE YOU DOING?” campaign has evolved out of the original “AND WHAT ARE YOU DRIVING?” image campaign, which focuses on climate-friendly mobility. With it, ÖBB is positioning itself as the best and most popular employer for all target groups in equal measure in its diversity. The employer value proposition (EVP), i.e. the commitment made to users via the employer brand, was developed further and the core values redefined. Being imple- mented IRO: S1-F-1 | Policy: S1-K-1, S1-K-3 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. Other risk – early turnover ÖBB is taking key targeted actions to minimize risk in order to avoid the increased personnel expenses resulting from a higher rate of early turnover. “Apply–acquire–retain” is a key part of the strategic priorities for 2025 and beyond. At the same time, a value-oriented corporate culture and the Group-wide management development program (the Leadership Navigator) are helping to implement and communicate the initiatives. MR108 | E.3. S1 Own workforce S2 Workers in the value chain S3 Affected communities S4 Consumers and end-users