Annual Report 2025 – ÖBB-Infrastruktur AG

ÖBB-Infrastruktur Aktiengesellschaft Group Management Report | Consolidated Financial Statements 125 The ÖBB-Infrastruktur Group participates, either jointly or in coordination with the ÖBB Group, in various platforms within the railway sector, such as the Community of European Railway and Infrastructure Companies (CER), the International Union of Railways (UIC), the Railsponsible Initiative and the Sustainable Rail Initiative (SRI). Beyond the rail sector, the ÖBB- Infrastruktur Group is particularly involved in civil engineering initiatives, such as the Austrian Civil Engineering Association (Österreichische Bautechnikvereinigung), which focuses, among other things, on social sustainability in the construction sector and ways to improve it. It is a forum where experiences are shared and recommendations are developed to promote sustainability and minimise risk. The exchange takes place regularly, depending on the initiative. Stakeholder engagement is currently organised on a decentralised basis according to areas of responsibility. S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns Complaints and concerns can be raised through various channels: in person, via ÖBB’s publicly available communication channels, through the relevant department or procurement function, and – for certain matters – via the ÖBB whistleblower platform. This diversity ensures a wide range of accessible channels for reporting incidents, including through interest groups. The whistleblower platform also offers additional safeguards. The protection of individuals and their anonymity in the reporting procedure is described in the sub-section G1-1 G1-3 . The ÖBB-Infrastruktur Group works continuously with the ÖBB Group to further develop its processes. In 2025, no reports were submitted concerning the workforce in the value chain. Consequently, there was no need to plan or implement any remedial measures. S2-4 S2-5 Measures and targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities Targets and measures relating to workers in the value chain were defined and are presented in the tables below. Target Target year Target level Unit/KPI Base year Base year value Value 2025 Value 2024 Policies Material IROs Organisations participating in stakeholder round-tables 2025 10 Persons 2024 5 15 5 S2-K-5 S2-A-1 Further development of risk analysis 2029 n. a. n. a. n. a. n. a. n. a. n. a. S2-K-5 S2-A-1 Delivering training for buyers 2030 24 Number of appoint- ments 2023 3 9 6 S2-K-5 S2-A-1 As described above, the legal representatives of workers throughout the value chain were involved in the identification of key issues in order to gather insights and identify opportunities for improvement with a view to setting targets. Further information was gathered during a round-table discussion attended by representatives of strategic suppliers, employees, the academic community and a development aid organisation. The results have been incorporated into the materiality analysis and will be integrated into the training programme for buyers, relevant documentation and, subsequently, into tender documents.