Annual Report 2025 – ÖBB-Infrastruktur AG

ÖBB-Infrastruktur Aktiengesellschaft Group Management Report | Consolidated Financial Statements 113 Measures and targets to prevent, mitigate and remedy impacts Measures and targets are set in line with the material impacts, risks and opportunities. The risks identified in the double materiality analysis are reconciled with the existing risks identified through risk management, thereby ensuring a consistent and comprehensive analysis. Unless otherwise stated, the following defined measures and targets for preventing, mitigating and remedying impacts apply to the employees of the ÖBB-Infrastruktur Group. When setting the targets, the interests of employees were taken into account as far as possible through various processes and procedures, such as the results of the employee survey. The targets and their achievement are continually monitored. In the event of variations from the target values, countermeasures will be taken as required. The responsible departments use the insights gained to achieve continuous improvements and ensure that targets are met. The relevant views of employees and employee representatives are taken into account through the communication channels described above. The following section presents the objectives and measures for preventing, mitigating and remedying impacts in relation to the key sub-topic “Working conditions.” The measures listed there on the topic of “Work-life balance” also have an impact on preventing, mitigating and remedying impacts in relation to the key sub-topic of equal treatment and equal opportunities. Work-life balance The sub-area strategy “Work-life balance” anchors the reconciliation of work and private life. With its existing offerings, ÖBB makes an important contribution to creating the best possible balance between work and private life. Measures without specific targets *) Status Material IRO RailMap*work-life balance RailMap*work-life balance is an internal information and communication platform for all employees on all aspects of leave and parental leave management. ongoing S1-A-6 Childcare Expansion of childcare services and increase in regular and summer holiday childcare at all 12 locations throughout Austria. In addition, a digital childcare platform was rolled out for all ÖBB employees. The digital platform for hourly childcare has been in operation since 2024. ongoing S1-A-6 Flexible working hour models ÖBB is creating attractive and modern working and employment conditions for its national and international employees throughout all stages of their lives. This is made possible by company agreements governing flexitime (including Fridays without core working hours / “FlexiFriday”), remote working and sabbaticals, as well as four job-sharing models. ongoing S1-A-6 Social dialogue The measures relating to social dialogue are set out in the sub-section S1-2 Processes for engaging with own workers and workers’ representatives about impacts . ongoing S1-A-3 A comprehensive range of corporate benefits Attractive service and social benefits (such as the ÖBB housing service, BahnBistro, etc.) contribute to employee loyalty and satisfaction. ongoing S1-A-4 *) No strategic KPIs were defined at ÖBB Group level for this topic in the reporting year, but specific performance, productivity and structural indicators are available at a more detailed level within the Group and are also monitored.