S1 – Own Workforce

S1-1: Policies related to own workforce [Note: The text indicates this section exists on page 95 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Policies related to own workforce We foster entrepreneurial, engaged and inclusive teams. We empower our colleagues to build enriching careers through continuous growth and development. That's why we embed a continuous learning mindset, encouraging our people to learn and develop themselves. We co-create a healthy, smart and safe organization, both physically and mentally. We engage in building an inclusive workplace that thrives on the diversity of our people as this boosts our innovation capacity. We promote and build an inclusive environment - We are building an inclusive workplace of equity, fairness, and respect that thrives on the diversity of our people. It is all about embracing different personalities and viewpoints because great things happen when the creative minds of our visioneers come together. After all, we serve a diverse range of global markets, so it only makes sense for our teams to reflect that same richness. We co-create a healthy, smart, and safe organization - At Barco, people are our most important assets. That is why we are dedicated to creating a healthy workplace – both physically and mentally. It is a commitment we live by at every site and level of our organization. We want our colleagues to feel engaged and fulfilled at work and maintain a healthy work-life balance. We embed a continuous learning mindset - Learning is part of everyday life at Barco. We are all about empowering our colleagues to build enriching careers through continuous growth and development. That is why we actively encourage our people to keep learning and evolving. Every year, we review our training programs and development opportunities to ensure they stay relevant and impactful – because investing in our people's growth is what keeps us moving forward.

BBVA recognizes the importance of people as a fundamental pillar of its corporate strategy. The commitment to creating a positive and motivating work environment is material because employees contribute directly to achieving business objectives, enhancing customer service quality, and consolidating the corporate culture. The Group addresses these aspects in its strategy and operations, reflecting a commitment to continuous improvement and the strengthening of its human resources. To this end, an inclusive and diverse environment is fostered, professional development programs are promoted, and public monitoring indicators are maintained. These measures are aligned with the corporate values that support the Group's Purpose. The General Sustainability Policy ensures compliance with all applicable laws and respect for internationally recognized human rights in all its relations with employees. The policy is aligned with the International Bill of Human Rights, the Guidelines of the Organization for Economic Cooperation and Development (OECD) for Multinational Business, or the fundamental conventions of the International Labor Organization.

Danica has policies related to own workforce including due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8, processes and measures for preventing trafficking in human beings, and workplace accident prevention policy or management system.

Policies related to own workforce described on pages 87-94. We believe that engaged employees who thrive, grow, and perform is a core differentiator that will make GN win. We are dedicated to foster a great workplace for our people across the globe, where aspirations meet opportunities, a place where talent come to fuel their professional passion, where they realize their potential, and where they feel that they truly belong regardless of who they are. Through a genuine commitment to leadership and culture we will nurture an environment where strong leadership, inclusivity, and collaboration are the seeds from which our company's diversity, innovation, and performance bloom.

Our focus is on sustainably scaling our organisation; ensuring it is run efficiently, our priorities remain clear and our resources are used optimally. This approach helps safeguard the wellbeing of our expanding workforce and bolsters our reputation as a highly engaged and supportive place to work. The foundation of our commitment to supporting the wellbeing and development of our employees is the Novo Nordisk Way; a set of guiding principles constituting the core of our identity and operations. It bridges our company's past, present and future, steering our strategy, decisions and behaviours. By familiarising new employees with the 10 Essentials that direct the decisions and actions of every Novo Nordisk colleague, we uphold our dedication to the company's core values of openness, accountability and respect.

Our Equity Policy states Randstad's approach and commitment to equity. We are committed to be an inclusive workplace where everyone can thrive while bringing their best selves to work, along with authentic perspectives and experiences. Our global policies are cascaded and adopted at a local level to ensure consistent best practice at client sites and home workplaces. Our markets adhere to all applicable local regulations and standards through our health and safety structures. Health and safety is one of the salient risks related to our industry and requires a specific focus, as well as being part of our Human Rights Policy. Our global Health and Safety Policy and wellbeing guidelines specify how we are reducing the risk of physical and mental health issues and promoting healthy habits.

RSG's policies related to own workforce focus on creating a workplace where employees feel welcome, comfortable, valued, inspired and proud to work. The company prioritises employee well-being and career growth by offering fair pay, work-life balance, career progression and a safe, secure and private work environment. These elements are fundamental to creating a supportive and engaging workplace. RSG is committed to improving working standards and conditions, focusing not only on directly employed people but also workers across the entire value chain. The Quality of Work agenda encompasses both policy initiatives and social dialogue, vital for supporting and monitoring efforts. The company aims to provide a rewarding work environment and prioritises well-being and development of employees, including fair wages, good work-life balance, career opportunities and safe working conditions until retirement.

Stora Enso is committed to offering an inclusive and equitable workplace where we respect and value individual differences. We have a zero-tolerance policy for discrimination, harassment, or bullying. Our commitment to a safe, diverse, and inclusive working environment is outlined in our People Promise and Expectations. We value diversity and inclusion as they boost competitiveness, improve decision-making, and encourage job satisfaction, innovation, and agility. Across all our operations and offices, we encourage all our people to actively participate in continuous safety improvement. We promote mental health awareness and physical safety through webinars and discussion forums.

Policies related to own workforce - With high employee engagement, a diverse culture and strong talent retention, Tryg is well-positioned to develop and anchor new practices and deliver on ambitious sustainability targets by 2027. The Supervisory Board and the Executive Board would like to express a sincere thank you to all employees for their dedicated efforts and outstanding contributions.

S1-2: Processes for engaging with own workers and workers' representatives about impacts [Note: The text indicates this section exists on page 98 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Danica has processes for engaging with own workers and workers' representatives about impacts as part of its sustainability engagement framework and employee consultation processes.

Processes for engaging with own workforce described on pages 87-94. GN engages with employees through various channels including engagement surveys, development programs, regular communication, and feedback mechanisms. The company has processes in place to understand employee needs and concerns.

Last year, we recorded an overall engagement score of 85% in our annual company survey, which saw a record 90% of all employees participate. To support the integration of our new colleagues, we aim to equip all new hires with the support and resources they need to onboard and connect with our strong company culture and purpose, which remain essential to our success.

To ensure Randstad is the best place to work, we believe active listening and dialogue with employees are vital. Continuous engagement encourages innovation, accountability and business outperformance, which in turn promotes retention. We actively track engagement with employees via regular surveys and train managers to leverage the powerful insights created. We measure and monitor the engagement of our employees at least four times each year. Our markets can tailor questions and employees can share comments or have conversations anonymously with their manager or with management in general.

RSG engages with its own workforce through various channels and processes. The company organised social dialogues in 2024 with unions, executives and companies across different sectors including security, cleaning, cargo and temporary employment sectors. These social dialogues discuss progress on Social Agreements from 2022 and 2023, covering relevant topics related to quality of work. The dialogues provide platforms for critical voices to express improvement needs and jointly seek solutions. RSG conducts employee satisfaction surveys and measures Employee Promoter Score (eNPS) to gauge engagement. The company introduced a new Employee Satisfaction metric where employees rate their experience working at Schiphol Group on a scale from 1 to 10. Social dialogues ensure continuous attention for initiatives that improve quality of work and contribute to stable employment relationships.

Stora Enso strives to understand employee perspectives and measure progress on our People Promise. We continuously adjust and refine our approach to support teams growth and improve through the all-employee survey, Engage. In year 2024 we ran a global survey as well as several divisional surveys to support the development of our decentralised operating model. The global survey conducted in 2024, had a response rate of 79%. The engagement score was 7.8, slightly above the industry benchmark. We regularly monitor employee feedback and perspectives on our diversity and inclusion efforts through engagement surveys. In 2024, we introduced a new Inclusion Index in our global employee engagement survey, which scored 8.4, placing Stora Enso in the average rank among the manufacturing sector.

S1-3: Processes to remediate negative impacts and channels for own workers to raise concerns [Note: The text indicates this section exists on page 99 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Danica has processes to remediate negative impacts and channels for own workers to raise concerns, including grievance/complaints handling mechanisms.

We are committed to fostering a transparent and supportive environment through our whistleblower programme. Our Whistleblower Policy, aligned with the Danish Whistleblower Act and the EU Whistleblower Directive, provides a clear and secure process for employees to confidentially raise concerns. The policy outlines a clear process for addressing issues raised through our whistleblower channels, including our dedicated hotline. Reports can be submitted confidentially through the EQS system or a designated whistleblower inbox. IACC reviews each case reported through the EQS system and directs it to the appropriate team. In certain cases, external consultants are engaged due to time constraints or data-sharing regulations.

S1-4: Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions [Note: The text indicates this section exists on page 104 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Danica takes action on material impacts on own workforce, and has approaches to managing material risks and pursuing material opportunities related to own workforce, and measures the effectiveness of those actions through various employee engagement and satisfaction metrics.

Actions related to own workforce described on pages 87-94. GN takes action on material impacts through: Creating inclusive workplace culture; Leadership development programs; Employee engagement initiatives; Diversity and inclusion programs; Skills development and training; Performance management systems; Health and safety measures.

Moreover, it is crucial that we maintain a sustainable work-life balance for all our employees. As our business grows, we are carefully monitoring workplace stress levels, targeting a 10% annual reduction in the number of employees reporting symptoms of stress. Although we did not meet this target in 2024, when overall stress levels remained unchanged year-on-year at 13.8%, we will continue to implement new measures to address symptoms of stress at the earliest opportunity.

RSG takes action on material impacts through comprehensive Quality of Work initiatives. The company introduced measures such as improving rest areas and support mechanisms to enhance work environment. Schiphol works with contractors to develop and execute investment strategies including renovating employee facilities and implementing innovative working condition improvements. Actions include installing lifting aids at every workplace in baggage halls - more than 280 installed by end 2024, with aim for all 385 workplaces to be equipped by 2025. The company focuses on full automation of baggage handling long-term and participates in BOOST programme to reduce physical strain through new technologies. Extensive renovations of rest and sanitary areas are underway with 50 areas renovated by end 2024 and 190 more planned for 2025-2026. RSG integrates quality of work requirements and award criteria in tenders for labour-intensive services.

To foster a positive performance culture, we introduced the concept of 4As at the end of 2023. Ambition, Agility, Analytical Approach and Accountability guide us in developing high-performing teams and building a strong, transparent company culture. We are raising the bar by challenging ourselves and creating an active feedback culture. Our focus is on enhancing efficiency by raising a high clock speed. We utilise new forums to facilitate quicker problem-solving and connecting performance management processes across the organisation. Additionally, we are committed to embedding a culture of continuous improvement as our standard way of working, to encourage ongoing development and progress.

Taking action on material impacts on own workforce - By leveraging advanced speech analytics applied to dialogues between advisers and customers, Tryg has been able to provide tailored training and coaching for individual advisors. As a result, nearly 60 percent of advisors have improved their customer satisfaction scores and 40 percent have boosted sales. This training programme has played a significant role in Tryg's sales success in 2024.

S1-5: Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities [Note: The text indicates this section exists on page 110 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities TARGET 2027: 20 average training hours per employee Actual 2024: 20.3 average training hours per employee TARGET 2027: 75 Employee Engagement Score Actual 2024: 73 Employee Engagement Score

Danica has targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities related to own workforce, including diversity targets and employee engagement targets.

As our business grows, we are carefully monitoring workplace stress levels, targeting a 10% annual reduction in the number of employees reporting symptoms of stress.

Safety is our number one priority. With effect from 1 January 2025, we have updated our safety targets from 1.5 to 2.4 TRIR by 2025 and from 0.6 TRIR to below 1.0, respectively, to reflect a shift in Vestas' risk profile, the inclusion of growing offshore activities as well as an overall increase in work activities across various areas. The aim is to implement more realistic short-term ambitions across different regions and functions which can lead to more consistency and focus. We want to be the most inclusive and socially responsible company in the energy industry and have set a target to increase the share of women in leadership positions to 30 percent by 2030.

S1-6: Characteristics of the undertaking's employees [Note: The text indicates this section exists on page 112 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Characteristics of the undertaking's employees Number of employees at the end of the financial year: 3,243 FTEs in 2024 (including integration of Cinionic), compared to 3,360 in 2023 and 3,302 in 2022. Geographical distribution: • The Americas: 14% • Asia-Pacific: 33% • EMEA: 53% Per functional group: • Operations: 42% • Research & development: 29% • Sales & marketing: 21% • General & administration: 8%

The number of Danica employees is calculated as the number of people employed at the end of the reporting period.

Average number of full-time employees: 21,381 in 2024, 20,690 in 2023, 19,239 in 2022, 16,866 in 2021, 16,155 in 2020. All employees (headcounts): 22,639 in 2024, 22,240 in 2023. As at 31 December 2024, the Group had 21,349 full-time employees compared to 21,501 as at 30 June 2024, a decrease of 1%. Growth was slightly negative due to natural attrition, primarily in our production, and focused rehiring despite seeing an increase in employees from acquisitions. The total number of full-time employees at the end of 2024 was up by 1% compared to the 21,081 employees at the end of 2023.

We are around 5,600 highly specialized employees across +50 countries.

In a world of uncertainty, we are defined by the dedication of over 230,000 employees, partners, and providers who deliver exceptional service, remain close to our customers, innovate, adapt to their needs, and are always there when they need us.

The extraordinary surge in demand for our life-changing medicines in recent years has led to a substantial increase in the number of new hires as we expand our workforce to keep pace. Last year alone, we added 13,030 employees across our global organisation, which now comprises 77,349 colleagues worldwide.

By the end of 2024, our workforce includes 35,084 permanent employees, who form the backbone of our operations, alongside 6,242 temporary employees, supporting flexibility and meeting seasonal demands. At the end of 2024, our workforce comprised more than 41,300 employees, representing more than 138 nationalities and spanning professional disciplines such as crafting, distribution, retail and corporate functions and reflecting diversity in gender, age and geography.

Average number of corporate employees: 41,400 (2023: 43,780). Proportion of women in organization: 67% (2023: 67%). Proportion of women in management positions: 50% (2023: 50%). Proportion of women in senior leadership positions: 40% (2023: 38%)

RSG employed 3,527 total average FTE in 2024 (compared to 2,833 in 2023), showing significant workforce growth. Employee turnover data shows: Schiphol 186 leavers (6% turnover rate), Eindhoven 4 leavers (4% turnover rate), Rotterdam 14 leavers (10% turnover rate), Lelystad 6 leavers (12% turnover rate), and Kappé 61 leavers (22% turnover rate), for a total RSG turnover of 271 employees (7% turnover rate). The workforce characteristics show continued tight labour market conditions and ongoing organisational reputational pressure, underlining the importance of employee engagement initiatives.

19,000 employees. Employees by country: Finland, 27%; Sweden, 18%; China, 12%; Poland, 10%; Czech Republic, 6%; Austria, 5%; Other Europe, 16%; Brazil and Uruguay, 4%; Other countries, 1%.

Characteristics of the undertaking's employees - Around 6 million customers - Our 6,621 employees provide peace of mind for around 6 million customers and handle approximately 2.2 million claims on a yearly basis.

Average number of employees (FTEs): 32,729 in 2024, 29,463 in 2023. Employees at the end of the period (FTEs): 35,100 in 2024, 30,586 in 2023.

By the end of 2024, our workforce includes 35,084 permanent employees, who form the backbone of our operations, alongside 6,242 temporary employees, supporting flexibility and meeting seasonal demands.

RSG tracks non-employee workers through airport badge data. The number of employees with airport badges totaled 80,374 across all locations: Schiphol 73,865, Eindhoven 3,842, Rotterdam 2,319, and Lelystad 348. This represents the broader airport ecosystem of workers beyond direct RSG employment, including contractors, service providers, airlines, and other third-party workers operating at RSG airports. The company recognises the importance of working conditions across this extended workforce and integrates quality of work considerations into contractor relationships and service agreements.

S1-8: Collective bargaining coverage and social dialogue [Note: The text indicates this section exists on page 115 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Information on collective bargaining coverage and social dialogue is included as part of Danica's workforce characteristics reporting.

Randstad continues to be an advocate of enabling a flexible, agile and diverse workforce while promoting fair and quality work for all. We refer to this as our social innovation agenda, in which we combine the elements of work, social protection, and learning and development to enable everyone to thrive in a sustainable and inclusive labor market. Randstad is in favor of a strong social dialogue (i.e., negotiations and consultation between trade unions, employers and government representatives) and collective labor agreements in countries where this is relevant and institutionalized in order to fine-tune and customize arrangements. Collective bargaining is also one of the key elements of our human rights policy.

RSG engages in collective bargaining and social dialogue through organised discussions with unions, executives and companies across various sectors. In 2024, the company organised social dialogues with unions and companies in security, cleaning, cargo and temporary employment sectors. These dialogues review progress on Social Agreements from 2022 and 2023 and address sector-specific quality of work topics. The social dialogues provide platforms for discussing improvements needed in working conditions and jointly seeking solutions. This collaborative approach ensures continuous attention for initiatives improving quality of work and contributes to stable employment relationships and attractive workplace conditions.

Diversity metrics Gender overall and senior management: • Overall workforce: 30% women, 70% men in 2024 • Senior management: 19% women, 81% men in 2024 (compared to 18% women in 2023 and 19% women in 2022)

Gender composition of the Board of Directors and the Executive Board, stated as a percentage. The number of the underrepresented gender on the Board of Directors divided by the total number of members of the Board of Directors and the Executive Board. Board members who are independent of the Group: The number of board members elected at the annual general meeting who are not employed by the Danske Bank Group as a percentage of the total number of board members elected at the annual general meeting.

Gender diversity, top level management (women/men): 31/69% in 2024, 29/71% in 2023, 23/77% in 2022, 22/78% in 2021. Gender diversity, all managers (women/men): 50/50% in 2024, 48/52% in 2023, 44/56% in 2022, 43/57% in 2021, 42/58% in 2020. 2030 target: Increase gender balance in top-level management to 35/65% (women/men). In 2024, we reached our 2025 target for increased gender balance in our global top management ahead of time, and our new target for this group is now 35% women and 65% men. Furthermore, our inclusion score reached 4.27 on a scale of 1-5, and in the coming years, we will keep focusing on diversity, equity and inclusion, the target being to take the employee experience of inclusion to be among the top-third of 'best in class' by 2030.

Diversity metrics reported showing 26% women in GN's Senior Leadership and 33% AGM-elected women on GN's Board, as highlighted on page 3.

Underrepresented gender: 35% Gender split for senior managers globally of 35% women and 65% men, compared to 36% and 64% in 2023. Senior management is defined as Executive Vice Presidents, Senior Vice Presidents, and Vice Presidents.

Multicultural, diverse team: MAPFRE people represent diverse and inclusive talent, with each one contributing to our purpose.

Hydro targets 25 percent women employees in permanent and temporary positions combined, and 25 percent women in leadership positions by 2025. Hydro's overall gender balance improved one percentage point from 2023, with 24 percent of the Hydro workforce comprising women at the end of 2024. The share of women in management has also increased by one percentage point in the same period, with 21 percent of leadership positions in Hydro comprising women at the end of 2024.

By dedicating additional time and resources to this integration process, we also help to foster an environment that values diverse perspectives and ensures every employee feels included.

Our target for balanced gender representation in leadership is to reach gender parity by 2030. Women in leadership roles increased slightly from 34% in 2023, to 35% in 2024. Continued focus and efforts are required to achieve our long-term ambition of gender parity in our Leadership Team by 2030. Leadership Team gender ratio, female/male, %: 35/65 in 2024 compared to 34/66 in 2023.

Our focus areas include gender equity, disability inclusion, LGBTQI+ awareness and locally underrepresented groups. And our commitment to equity is reinforced by six global Business Resource Groups (BRGs), which provide our employees with spaces to connect, collaborate, and drive equity and belonging in the workplace. We have established a dedicated taskforce to accelerate our progress towards a more balanced representation of women in leadership roles. Our percentage of female leaders has risen from 37.7% in 2023 to 40.8% in 2024.

RSG reports 34% female employees in 2024, an increase from 31% in 2023, demonstrating progress in gender diversity. This improvement reflects the company's commitment to diversity, equity and inclusion as a material topic. The increase in female representation across the workforce indicates positive progress in RSG's efforts to create a more inclusive workplace and advance gender diversity objectives within the organisation and across airport operations.

24% share of women among all managers. Employees representing 80 different citizenships. Reflecting the diverse societies in which we operate is essential to achieving our strategic goals. Diversity and inclusion drive improved performance, collaboration, and innovation. We appreciate diversity of thought and encourage employees to share their views. While we have set key performance indicators (KPIs) related to gender balance, we acknowledge that diversity includes more than just gender. It also includes age, ethnicity, national origin, and other aspects of identity. Stora Enso ranked top leader in the Financial Times Diversity Leaders index.

Diversity metrics - With high employee engagement, a diverse culture and strong talent retention, Tryg is well-positioned to develop and anchor new practices and deliver on ambitious sustainability targets by 2027.

Women in the Board of Directors at the end of the period (%): 60% in 2024, 43% in 2023. Women in top management at the end of the period (%): 26% in 2024. Women in leadership positions at the end of the period (%): 25% in 2024, 24% in 2023.

S1-10: Adequate wages [Note: The text indicates this section exists on page 116 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Adequate wages information is included as part of Danica's compensation and workforce metrics.

Furthermore, we report an adequate wage coverage of 98%. For more information, see the Adequate wage chapter.

We ensure our employees are rewarded fairly for their contributions: our rewards structure is transparent and aligned with both personal achievements and company success, ensuring that hard work is recognized and valued. Remuneration is based on real outcomes, including behaviour and professional development, and assessed regularly. In addition, our annual remuneration processes account for external market developments to remain competitive. In 2024 a global HR team has continued working on collecting and sharing best practice and approaches to ensure equal pay in key HR processes. We aim for balanced hiring, promotion and salary review processes. Under the guidance of the Equity Committee, we have created a task force to focus on this topic and, as part of our commitment to fair practices, several markets have chosen to apply for local equal pay certification.

Pandora also offers employees various social protections and promotes work-life balance. We provide safeguards against income loss due to major life events, including sickness, unemployment, workplace injuries and acquired disabilities, parental leave and retirement. Coverage for social protections varies across Panama, Singapore, South Africa and the US due to differences in local regulations and government programmes.

We have also taken steps to improve employability, skills and opportunities for people with disabilities, placing 11,600 people in employment in 2024.

RSG demonstrates commitment to accessibility for persons with disabilities through innovative solutions. At Schiphol Airport, travellers with reduced mobility can be transported to their gates by self-driving wheelchairs made by WHILL. This innovation aims to enhance independence of travellers with reduced mobility and make travelling as easy as possible for them. The implementation shows RSG's focus on inclusive design and accessible services for all passengers, including those with disabilities.

S1-13: Training and skills development [Note: The text indicates this section exists on page 116 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Training and skills development metrics Average training hours per employee: 20.3 hours in 2024, compared to 15.8 hours in 2023 and 12.2 hours in 2022 TARGET 2027: 20 average training hours per employee Employees in R&D: 948 heads in 2024, representing 29% of total employees (compared to 31% in 2023 and 2022)

Hydro aims to improve lives and livelihoods wherever it operates by contributing to the protection of human rights and access to equal opportunities, resilient local communities in a changing world, and development of skills and jobs for the future low-carbon economy. Hydro has a target to equip 500,000 people with new skills and education by 2030. Hydro also progressed towards its target to equip 500,000 people with skills and education for the future low-carbon economy by 2030, reaching more than 44,000 people in 2024. In total, 241,000 people have benefitted from Hydro's education and skills initiatives since 2018.

Leaders play a critical role in creating a workplace environment where employees thrive. Our global leadership development programme, RISE, continued in 2024 for the third year, with 650 leaders participating in the course. The programme is designed to guide and inspire our leaders to develop, coach and enable performance for their teams. The Pandora RISE programme was also honoured with two gold awards at the Brandon Hall International Awards, winning for Best Leadership Development Program and Best Results of a Learning Program.

Number of employees trained: 47,300 (2023: 48,200). Number of employee training hours: 772,900 (2023: 806,200). Ongoing training and development is essential to Randstad's success and core to our employee value proposition. Learning and Development is embedded at the local, regional and global levels at Randstad, and coaching and mentoring are available to all employees, regardless of seniority. At the global level, the award-winning Frits Goldschmeding Academy offers state-of-the-art leadership programs, online and hybrid learning experiences. Designed in partnership with world-leading business schools such as TIAS, INSEAD, Singapore Management University and Vlerick Business School.

We encourage all employees to drive their growth, set high ambitions, and embrace development opportunities to enhance their knowledge, skills, and networks. Our strategic workforce planning ensures the organisation has the necessary capabilities to meet market demands. We focus on recruitment and talent initiatives to address workforce gaps and support employee development. We enhance managers' skills, agility, capabilities, and build expert partnerships through various training programmes, workshops, webinars, and conferences. Our Sales Academy is designed to drive value and performance in the marketplace for sales teams and other functions.

Training and skills development metrics - By leveraging advanced speech analytics applied to dialogues between advisers and customers, Tryg has been able to provide tailored training and coaching for individual advisors. As a result, nearly 60 percent of advisors have improved their customer satisfaction scores and 40 percent have boosted sales. This training programme has played a significant role in Tryg's sales success in 2024 and earned Tryg two prestigious national awards: first place in the national response time championship and the Customer Service Award in the insurance category. In Norway, AI and advanced voice analytics are also now being used to train and coach Tryg's customer advisors, resulting in improved customer satisfaction, improved sales results and increased levels of digitally filed claims.

Vestas offers a comprehensive range of targeted technical, functional, and leadership learning opportunities. Throughout 2024, we provided almost four million hours of training globally. This commitment to ongoing training and development is reflected in the improvement of our 'learn and grow' score in our annual Employee Engagement Survey, which increased from 73 in 2023 to 76 in 2024. In 2024, we launched the Vestas Academy Portal to offer learning across all functional domains. In its first year, the portal attracted 60,000 visitors, demonstrating our commitment to continuously supporting growing the skills and capabilities of our employees.

S1-14: Health and safety metrics [Note: The text indicates this section exists on page 117 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Health and safety metrics include number of fatalities and number and rate of work-related accidents, and number of days lost to injuries, accidents, fatalities or illness.

Health and Safety: 3.2 Frequency of lost time accidents per 1 million working hours for all employees globally, compared to 2.8 in 2023.

Hydro values human life above all other considerations and will not compromise the health and safety of those working for Hydro or that are affected by the company's activities. Hydro targets zero fatal accidents and life changing injuries. In 2024, the total recordable injury (TRI) rate was 2.0 per million hours worked by employees and contractors, with the majority of injuries relatively minor.

Creating a safe and healthy work environment is a core focus at Pandora. In 2024, 99.6% of our employees were covered by health and safety management systems, reflecting our commitment to maintaining high standards across all areas of the business. We recorded 114 work-related accidents with absence, resulting in a lost-time injury frequency rate of 1.72, compared to 1.38 in 2023. To further minimise risks, we have strengthened our safety measures, expanded training programmes and fostered a culture of proactive safety and awareness.

We are committed to a healthy and safe working environment. Our core aim is zero fatalities and continual decline of harm. Looking after our people is embedded in our core values and forms an integral and mandatory part of our induction programs. Our integrated health and safety framework identifies, monitors and reviews our responsibilities and accountabilities at client sites. Our specialized health and safety managers provide guidance, advise clients and assess health and safety risks as an integral part of our Health and Safety Policy. All employees, talent and others under our control or working in our offices are expected to comply with all relevant legal and regulatory requirements, as well as with internal policies and procedures.

RSG maintains strong focus on health and safety metrics through its Safety Improvement Roadmap Schiphol and Integral Safety Management System (ISMS). The Net Safety Score reached 97.8 in 2024, surpassing the target of 95.6. This represents the percentage of days without serious incidents minus percentage of days with serious incidents, including all safety-related incidents. Four serious incidents in 2024 involved a runway excursion, employee injury on aircraft stand, and two accidents involving falls from height. The Lost Time Incident Frequency (LTIF) for construction projects increased slightly from 1.2 to 1.45 but remained well below the target of 2.8. Safety remains the top priority with continued efforts to enhance safety-related systems and foster safety culture across operations.

Across all our operations and offices, we encourage all our people to actively participate in continuous safety improvement. We promote mental health awareness and physical safety through webinars and discussion forums.

Total Recordable Injuries per million working hours (TRIR): 3.0 in 2024, 3.0 in 2023. Lost Time Injuries per million working hours (LTIR): 1.2 in 2024, 1.3 in 2023. Total Recordable Injuries (number): 240 in 2024, 216 in 2023. Of which Lost Time Injuries (number): 97 in 2024, 91 in 2023. Of which fatal injuries (number): 2 in 2024, 1 in 2023.

S1-15: Work-life balance metrics [Note: The text indicates this section exists on page 119 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Moreover, it is crucial that we maintain a sustainable work-life balance for all our employees.

The guidelines cover various life stages with different leave and flexible working conditions through our 'flexibility with intentionality' program.

S1-16: Compensation metrics (pay gap and total compensation) [Note: The text indicates this section exists on page 119 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Compensation metrics include unadjusted gender pay gap. Under the CSRD, the pay gap is calculated as the difference in male and female employees' pay, regardless of position and level. Excessive CEO pay ratio information is also included.

S1-17: Incidents, complaints and severe human rights impacts [Note: The text indicates this section exists on page 124 but the provided content appears to be cut off. Based on the table of contents, this disclosure requirement is included in the report but the full content is not visible in the provided excerpt.]

Incidents, complaints and severe human rights impacts include incidents of discrimination and non-respect of UNGPs on Business and Human Rights and OECD guidelines.

In 2024, 233 cases were reported through the whistleblower platform, covering issues such as harassment, discrimination, racism and minor grievances. None of the cases had a severe impact on our business operations or a material financial impact.

Total number of misconduct complaints: 465 (2023: 400). Misconduct complaints (partially) proven: 70 (2023: 51). We are committed to preventing or mitigating adverse human rights impacts caused by or linked to our operations and services, and addressing such impacts if they occur. As a signatory to the UN Global Compact, we uphold its Ten Principles on human rights, labor rights, environmental protection, and anti-corruption. Our Human Rights Policy defines our responsibilities and expectations for talent as well as for our employees and external stakeholders regarding human rights issues.