ÖBB Annual Report 2025

81 Group Management Report Österreichische Bundesbahnen-Holding Aktiengesellschaft Consolidated Financial Statements | Group Management Report 38 Skills and expertise for monitoring sustainability matters Ecological and social responsibility are just as much a part of the ÖBB Group policy as economic success. In order to meet the increasing requirements, a Group-wide ESG upskilling training course was held in German and English for the first time in 2024. The aim is to provide the administrative, management and supervisory bodies with the necessary sustainability-related expertise regarding relevant legal obligations, as well as potential risks and opportunities. This is associated with added value for ÖBB in the form of a sound basis for decision-making and strengthened future viability. Participation is mandatory for Supervisory Board members, Executive Board members and managing directors of the ÖBB Group and was continued for new members in 2025. ESRS 2.GOV-1.22.d, 23.a, b Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies Involvement of the administrative, management and supervisory bodies with regard to sustainability matters Internal structures have been created in the ÖBB Group to promote the systematization of professional sustainability management and to manage sustainability issues in the Group holistically. MR38 | Members of the Executive Board / Managing Directors ÖBB-Holding AG (incl. management and sustainability team), ÖBB-Business Competence Center GmbH, ÖBB-Infrastruktur AG, ÖBB-Immobilien GmbH, ÖBB-Personenverkehr AG, Österreichische Postbus AG, Rail Cargo Group, ÖBB-Produktion GmbH, ÖBB-Technische Services-GmbH Environmental Area Social & Economic Area NH Communications & Corporate Affairs (Brand & Communication) Core team: Sustainability coordinators of ÖBB-Holding AG and its subsidiaries incl. the ecological building block managers and nominated works council representative Environmental building blocks of the ÖBB sustainability strategy (Responsibilities 1 ) 1. Climate change mitigation & energy HO-O 1a. Decarbonisation path mobility 1b. Decarbonisation path buildings (incl. fixed installations) 1c. Decarbonisation path Scope 3 emissions 2. Climate change adaptation HO-O 3. Emissions (incl. sonic / noise) HO-O 4. Biodiversity & ecosystems IN 5. Resource management & circular economy HO-O 6. Sustainable procurement HO-E 7. Innovation & technology HO-S; HO-O 8. Sustainable finance HO-F Core team: Sustainability coordinators of ÖBB-Holding AG and the subsidiaries incl. of the social and economic building block managers and nominated works council representative Social and environmental building blocks of the ÖBB sustainability strategy (Responsibilities 1 ) 9. Affordable & accessible mobility services HO-S 10. Ability to work & Health | Safety | Security HO-P; HO-O; HO-I 11. Diversity & equal opportunities HO-P 12. Data protection | Compliance | Transparency | Human rights HO-J; HO-L; HO-P; HO-O; HO-F 13. Social responsibility HO-K; WE 14. Reliable & attractive employer HO-P 15. Learning & development HO-P; IN 16. Economic driver, value-adding investments & sustainable financing HO-S Core team: Group commu- nication, corporate affairs, systems engineering & group production Coordination of brand & com- munication through existing management structures of group communications and public affairs 2025 Sustainability Management Structures within the Group Sustainability Board Group Sustainability Platform 1 Use of existing control structures, e.g. working groups, topic platforms, etc. Responsible divisions: HO ÖBB-Holding AG / HO-E Strategic group purchasing / HO-F Group finances / HO-I Strategic Group IT Management / HO-J Group law / HO-K Corporate communications – Newsroom / HO-L Compliance / HO-O Systems engineering & group production / HO-P Strategic HR management / HO-S Group strategy, corporate development and organisation / IN ÖBB-Infrastruktur AG / WE ÖBB-Werbung GmbH