Annual Report 2025 – ÖBB-Infrastruktur AG

ÖBB-Infrastruktur Aktiengesellschaft Group Management Report | Consolidated Financial Statements 42 Assessment methodology and thresholds Materiality Financial materiality Subject of the assessment Impact (negative/positive, actual/potential) of the ÖBB-Infrastruktur Group on people, the environment and the local area Financial implications for the ÖBB-Infrastruktur Group that may arise from certain effects or dependencies Assessment criteria Scale, scope, remediability, likelihood of occurrence financial impact, probability of occurrence Rating scale 1) 4-point scale (1 – low, 4 – very high) For potential impacts, a probability of occurrence of 1 to 3 was selected 4-point scale (1 – low, 4 – very high) The scales correspond to the ÖBB-Infrastruktur Group’s risk matrix Time horizons Short term – reporting year Medium term – 1 to 5 years Long term – > 5 years Short term – reporting year Medium term – 1 to 5 years Long term – > 5 years Weighting of criteria and calculation Different weightings Scale and scope are given equal weighting, as impacts can be widespread but also have serious local consequences. Remediability is given less weight, as it is often to be considered in conjunction with the extent of the issue. Placing too much emphasis on remediability could lead to minor but irreversible effects being overestimated. All three criteria are then multiplied by the probability of occurrence. According to ESRS 1 (Paragraph 45), in the case of potential adverse effects, severity should be given priority over probability of occurrence. To ensure this, an additional check has been introduced into the process. Equal weighting Potential severity multiplied by probability of occurrence Risks and opportunities are assessed from a gross perspective. In risk management, only those risks and opportunities that remain after measures have been put in place are recorded. Threshold value 2) 2.0 3) 8.0 4) 1) The rating scales have been slightly refined when compared with the previous year; among other things, the scales have been reduced to four levels and the calculation of financial materiality has been more closely aligned with the risk management assessment framework. 2) Any impact exceeding this threshold is considered material. As soon as an impact, risk or opportunity within a (sub)topic is material, the entire sustainability aspect is to be considered material. 3) This threshold value ensures that impacts, risks and opportunities are considered material at an early stage, because even if individual factors are rated low, their overall relevance may be high. 4) The threshold is set more narrowly than in risk management, as the double materiality analysis considers risks and opportunities from a gross perspective and deliberately focuses on the most material risks and opportunities. Description of the update process In 2024, a double materiality analysis in accordance with ESRS was performed for the first time for the ÖBB-Infrastruktur Group. The impacts, risks and opportunities were identified and assessed on the basis of the core activities of the relevant organisational units. A combined bottom-up and top-down approach was used, involving subject matter experts, managers from the relevant organisational units and members of the Management Board. Where possible, existing data sources were used for the assessment, legal and regulatory requirements were taken into account and external sources were consulted. Colleagues from the risk management team were closely involved throughout the entire process. It has become apparent that the risks and opportunities identified do not necessarily arise from direct effects, but increasingly stem from interdependencies. The implications, risks and opportunities were then compared with the provisions of the EU Taxonomy Regulation, in order to prevent any potential inconsistencies. No specific activities, business relationships or geographical circumstances that could lead to specific adverse impacts were identified.