Annual Report 2025 – ÖBB-Infrastruktur AG

ÖBB-Infrastruktur Aktiengesellschaft Group Management Report | Consolidated Financial Statements 106 Strategic priorities Description Efficient and modern human resources management We map our quantitative and qualitative human resources requirements by way of efficient and modern human resources management. This is supported by a Group-wide, integrated HR IT system landscape and standardised, efficient processes. Appropriate, legally compliant minimum standards and framework conditions are implemented and communicated. Learning and development “Learning and Development” focuses on the targeted and sustainable development of employees, with education and training aligned to the identified qualification requirements of the future, state-of-the-art learning policies, and innovative methods and systems. The HR department provides meaningful analyses and measurement tools for the current and future potential of employees. Culture and diversity Corporate values and leadership principles provide guidance for our actions and form the basis for all our activities. The focus is on valuing diversity, using diversity skills to solve challenges, strengthening the ability to work and the health of our employees, and fostering an open, appreciative and solution-oriented culture of cooperation. Strong employer brand The focus of the “Strong employer brand” initiative is on creating attractive and modern working and employment conditions throughout the life phases of employees. On the other hand, it aims to position the company as an employer offering a wide range of development opportunities, meaningful jobs and a reliable, secure environment with room for diversity. Human resources is a central part of the corporate culture and strategy. Social sustainability is embedded both in the sustainability strategy of the ÖBB-Holding Group and linked to the Group-wide HR functional strategy. The HR functional strategy sets out company-specific guidelines regarding the company’s workforce. In accordance with the Group policy, it is being rolled out to the subgroup companies and thus also to the ÖBB-Infrastruktur Group, where it is being adopted by Strategic HR Management and the respective HR managers. These strategies, therefore, apply to all ÖBB staff. Ultimate responsibility for implementation lies with the Strategic HR Management Team. The respective subgroup companies are responsible for cascading the defined strategies to the subgroup companies. Measures and the associated targets that have been set for key issues are presented in sub-sections S1-3 S1-4 . The effectiveness of the cooperation is assessed on the basis of the results of the employee survey, among other things.