Annual Report 2025 – ÖBB-Infrastruktur AG

ÖBB-Infrastruktur Aktiengesellschaft Group Management Report | Consolidated Financial Statements 108 Safety strategy and occupational safety sub-area The occupational safety section of the ÖBB safety strategy refers to the desired hazard-free state in the workplace for all employees and, indirectly, for service providers in operational activities. To manage safety in a targeted manner, there is an increased focus on precursors – events that contribute to accidents or significantly increase the probability of an accident occurring. The primary causes include falls, tripping, getting caught or crushed, and bumping into things With the exception of the topics “Social dialogue” and “Freedom of association,” “Existence of works councils,” “Employees’ right to information,” “Consultation and co-determination,” the following policies are embedded in the HR functional strategy and apply to the ÖBB-Infrastruktur Group. Working conditions No. Policies Description S1-K-3 Working models The requirements of employees and the respective business models with regard to working hours are continuously evaluated and adapted using modern concepts and appropriate framework conditions. Company agreements on working time models are valid for the companies that have agreed to them. S1-K-4 Collective agreements Remuneration is in accordance with national legal provisions and, where applicable, the applicable collective agreements. Employees are classified in the relevant collective agreement on the basis of job descriptions. Classifications under the General Terms and Conditions for Service Contracts at Austrian Federal Railways (AVB) are determined in accordance with the remuneration regulations. ÖBB job model All functions have been assigned to the ÖBB job model for cross-functional areas and specialist areas in the ÖBB career map in order to develop uniform functions and job descriptions within a Group- wide framework. These functions are presented in a transparent manner to illustrate the prospects for employees at all career levels. Salary ranges Function evaluation based on the function description is carried out using the Korn Ferry Hay job value profile method and results in grades that are stored in a classification framework. Salary ranges are defined for each grade and form a uniform Group-wide framework for remuneration. The ÖBB salary ranges are a tool for ensuring equal remuneration opportunities for equivalent work within the ÖBB Group. There are also separate salary ranges for management positions, which also include the variable remuneration component (MbO). The compensation policy for management positions in the ÖBB Group regulates the framework conditions for remuneration for management positions. The variable remuneration component is provided for in the MbO policy. S1-K-5 Social dialogue The workforce is represented by works councils and the European Works Council (see sub-section S1-2) . Equal treatment and equal opportunities The “Equal treatment” and “Equal opportunities” topics are particularly relevant to ÖBB. ÖBB is committed to an open, respectful working culture with equal opportunities for all employees. The Equal Treatment Act has been binding in Austria since 1979 – ÖBB acts in accordance with this Act. Neither ethnic origin, skin colour, gender, sexual orientation, gender identity, disability, care requirements, age, religion, political opinion, national origin or social background, nor any other forms of discrimination covered by EU legislation and national law may lead to discrimination within the ÖBB Group and, therefore, the ÖBB-Infrastruktur Group. No. Policies Description S1-K-6 1) 2)3) Group Policy on Equal Treatment One of the cornerstones of our diversity strategy is ensuring equal treatment. Equal treatment means that no one may be discriminated against, either directly or indirectly, on the basis of their ethnic origin, religion or belief, age, sexual orientation, disability or gender. Diversity Charta The Diversity Charta forms part of the Diversity Functional Strategy and sets out management targets for increasing the proportion of women and employees with recognised disabilities by 2026. Progress towards these targets is assessed on a quarterly basis and reported to senior management of the Group companies in the Group-wide diversity report, with a view to further improving the measures.