Annual Report 2025 – ÖBB-Infrastruktur AG

ÖBB-Infrastruktur Aktiengesellschaft Group Management Report | Consolidated Financial Statements 107 Sub-area strategies have also been developed to provide more detailed information. Sub-sector strategy Description Personnel development Employee development supports staff throughout their careers. This focuses on the targeted and sustainable development of employees. Training and further education are designed to meet the qualification requirements of the future, while complying with prevailing legal requirements. The key areas of the sub-strategy for staff development are onboarding culture, leadership development, talent and performance management, and modern learning methods. Diversity and Work- life balance The sub-area strategies “Diversity” and “Work-life balance” were developed for the strategic management of the focus area “Culture and Diversity.” The aim of the “Diversity” sub-strategy is to enhance the organisation’s appeal as an employer. The sub-area strategy “Work-life balance” anchors the compatibility of work and private life. This is aimed at relieving and supporting employees with multiple burdens due to care responsibilities to maintain their ability to work and their health. Similarly, flexible working time models are firmly established to increase employee recruitment and retention and improve the company’s position in the labour market. Recruiting and employer branding The sub-area strategy “Recruiting and employer branding” contributes to the implementation of the strategic focus area “Strong employer brand.” Measures in recruiting and employer branding are based on the strategic priorities “Mastering personnel recruitment,” “Promoting innovation,” “Ensuring competitiveness” and “Strengthening quality.” The continuing high demand for personnel is also being addressed by strengthening our external presence on the labour market. Work ability and health The aim of workplace health management is to promote the ability to work and the health of all employees. To that end, working conditions are to be continually improved, personal resources optimised and stress reduced. The topics addressed in the functional and sub-area strategy and the measures derived from them contribute to the management of impacts, risks and opportunities. Among other things, they focus on the risk of difficulties in recruiting personnel. The HR IT transformation project “H IT T” is, in particular, making a significant contribution to meeting future challenges and is being pursued in line with the strategic priority of “Efficient and modern human resources management.” This programme marks the launch of a multi-year initiative aimed at paving the way for modern, streamlined HR Management with efficient processes and digital solutions. A fully integrated HR IT system landscape with a focus on maximum system standardisation enables us to act as a strategic partner for managers and employees. This project, therefore, forms the basis for forward-looking, modern HR work and creates a foundation for the implementation of the defined measures. Key innovations and process improvements include: – Low-threshold contact and targeted applications for applicants – Efficient application processes and an increase in the number of interviews with improved quality – Realignment of HR IT solutions towards talent management and integration of forward-looking, system-supported functionalities such as sourcing, modern forms of learning, structured succession planning and talent visibility and development, as well as digital performance management – Consideration of end-to-end processes throughout the entire employee life cycle – Establishment of a Group-wide talent management process landscape, including corresponding standards and governance, taking into account competency models, performance management tools and personnel development instruments Safety strategy (S1-K-2) The ÖBB safety strategy consists of four defined safety areas: – Operational safety (control and implementation of measures to achieve safe railway operations) – Occupational safety (aimed at achieving a hazard-free working environment for all employees and, indirectly, for service providers in operational activities) – Public safety (protection against criminal activities and strengthening the subjective sense of security of employees and customers) – Information security (ensuring the protection of information, information and communication technology) In accordance with Group policy 17, responsibility for the strategic direction and coordination of occupational health and safety lies with the Systems Engineering and Group Production organisational unit. The safety strategy adopted by the Management Board of ÖBB-Holding AG forms part of the corporate strategy and, therefore, applies to the ÖBB- Infrastruktur Group.