3.1. ESRS S1. Own staff

• 3.1.1. Strategy
• 3.1.2. Incident, risk and opportunity management
• 3.1.3. Parameters and goals

Current and potential impacts, risks and opportunities

Positive impacts

• Promotion of quality and stable employment for our own staff.
• Improvement in working conditions due to the increase in permanent contracts and the reduction of temporary contracts.
• Improvement of working conditions through the application and periodic review of the Human Rights policy.
• Decent remuneration, adjusted to the training, experience, responsibilities and functions.
• Promotion of the right of our own staff to enjoy fair working conditions, collective bargaining and freedom of association.
• Improving employee experiences in their administrative, labour, and remuneration dealings with the Group through increased social dialogue.
• Improvement of the internal health and safety management system due to the submission of all facilities to the ISO 45001 standard.
• Increased awareness among workers regarding safety and accident prevention.
• Promoting equal treatment and opportunities for employees through compliance with current gender equality regulations.
• Promoting gender equality through the selection, promotion, training and remuneration of our own staff based on principles of equality and without regard to gender criteria.
• Progress in equality by incorporating into the Code of Conduct the protection of workers against acts of harassment and discrimination.
• Internal promotion when vacancies arise within the company.
• Development of own staff through the implementation of training plans and performance evaluations.
• Improving employee satisfaction through process digitization.

Negative impacts

• Increase in workplace accidents due to poor implementation of the risk prevention management system.

Opportunities

• Increased revenue as a result of retaining existing staff and attracting new talent by ensuring stable and secure employment with suitable working conditions.
• If Viscofan offers industry-leading work-life balance programs, it can attract top-tier talent.
• Increased revenue and positioning as a result of promoting diversity and inclusion, which can broaden access to talent, as well as foster creativity, flexibility and a mix of perspectives to improve the Group's competitiveness and performance.
• Collaboration with special employment centers and direct hiring of people with disabilities.
• Increased knowledge, continuous improvement, and productivity.

Risks

• Operating costs for compensation or fines arising from workplace accidents.
• Reduction in revenue as a result of increased staff turnover due to inadequate working conditions caused by job instability.
• Failure to provide working conditions that include reasonable working hours, shifts, or adequate staffing on shifts can lead to employee accidents due to exhaustion or generate production errors that could require costly product recalls due to quality issues that may harm customers. It also increases turnover and recruitment costs.

Policies and commitments

• People management policy.
• Policy of respect for human rights.
• Occupational health and safety policy.
• Policy on equal opportunities, diversity, inclusion and prevention of harassment.
• Selection and hiring policy.
• Knowledge management policy.

Sustainability goals

• In 2025, the target of reducing the Group's accident severity index by 50% by 2030, compared to 2018 levels, will be met ahead of schedule.
• New target of an average annual reduction of 7% in the severity index compared to 2024 levels, extending the target also to the frequency index with an average annual reduction target of 5%.
• Target of 30% of management positions held by women by 2030.
• Having ISO 45001 safety certification in all production plants.

Bodies responsible for oversight

• Board of Directors. Appointments, Remuneration and Sustainability Committee, Audit Committee.
• Executive Sustainability Committee
• Chief Executive Officer.
• Human Resources Department.
• Department of operational sustainability.

3.1.1. Strategy

Incidents, risks and opportunities of relative importance and their interaction with the strategy and business model

ESRS 2 SBM-3

Viscofan comprises a large team of professionals spread across 21 countries where the Group operates, reflecting its strong international character. This multicultural, competitive, and highly qualified team is committed to ongoing training and shares solid values and ethical principles, despite its diverse cultural backgrounds.

In short, a rich and complex multicultural environment, which is both a challenge and an opportunity for international development for all employees. The success of Viscofan's business model lies largely in the people who, in their various roles, contribute to transforming raw materials into value-added goods and services.

The team comprises both salaried and non-salaried employees, for whom the people management and human rights policies described below apply. The identified impacts, risks, and opportunities contribute to adapting the strategy and business model, strengthening sustainability and talent management. Viscofan confirms that there are no significant risks of forced or child labour at any of the Group's plants. The most exposed profiles are operators, whose impacts are assessed through risk analyses, audits, and indicator monitoring to ensure safe and fair working conditions.

Viscofan's manufacturing activity is distinctly industrial, based on a continuous and complex production process that integrates energy-intensive chemical and mechanical operations highly sensitive to variations. In this environment, automation is not complete, making human intervention and supervision essential. Ensuring process safety not only guarantees the suitability and quality of products for customers but also protects the physical integrity and health of the people involved, making safety a strategic pillar.

In turn, the packaging market is global, both geographically and in terms of product offering. It is a highly competitive market that is constantly growing and innovating, making it essential for people to have extensive knowledge, innovation skills, problem-solving abilities, and the capacity to work in a team.

Given these conditions, salary costs have a significant impact on production inputs and the company's profitability, making it necessary to strike a balance between competitiveness and the personal and professional development of individuals.

It is worth noting that no incidents affecting Viscofan's own staff have been identified as a result of the Net Zero transition plan described in ESRS E1. Furthermore, based on the materiality analysis performed, which includes an understanding of the characteristics of Viscofan's own staff, it is concluded that the identified IROs affect all Viscofan employees and not specific groups of people.

The following section outlines the material impacts, risks and opportunities, grouped by topic:

Positive impacts

Promotion of quality and stable employment and improvement of working conditions.

• Promotion of quality and stable employment for our own staff.
• Improvement in working conditions due to the increase in permanent contracts and the reduction of temporary contracts.
• Improvement of working conditions through the application and periodic review of the Human Rights policy

Promoting quality, stable employment within our own operations contributes to creating more predictable and secure work environments through the predominant use of permanent contracts. This contractual stability facilitates talent retention, reduces costs associated with staff turnover, and improves operational efficiency, especially in industrial environments with high continuity requirements. It also strengthens the economic autonomy of employees, enabling more robust personal and family planning. This positive impact is considered material due to its contribution to both employee well-being and the sustainability of the production model, and it aligns with the International Labour Organisation's (ILO) principles of decent work.

Improving the working conditions of our own staff is linked, on the one hand, to a shift towards more stable employment models, through an increase in permanent contracts and a reduction in temporary employment; and, on the other hand, to the implementation and periodic review of the company's Human Rights policy. This approach helps to consolidate a more stable and regulated work environment, providing greater predictability in labour relations and promoting consistent working conditions across Viscofan's operations.

Integrating fundamental labour principles into people management helps ensure respect for human rights in the workplace, as well as promoting fair treatment, equal opportunities, and non-discrimination. This positive impact is tangible due to its contribution to employee well-being and the sustainability of the business model through improvements in the work environment, talent retention, and organisational efficiency.

Decent remuneration, adjusted to the training, experience, responsibilities and functions.

The Group's remuneration system is based on aligning financial remuneration with objective factors such as education, experience, responsibilities, and job duties. This approach allows for proportionate and consistent salary levels, contributing to a fair and structured work environment across all operations.

In a context of international presence and diverse regulations, maintaining competitive and fair remuneration schemes promotes talent retention, reduces turnover, and facilitates the attraction of qualified professionals—key aspects in industrial environments that require operational continuity. It also reinforces compliance with ethical and labour commitments, aligning with the principles of decent work established by the ILO.

Fair working conditions, collective bargaining and freedom of association, and social dialogue.

• Promotion of the right of our own staff to enjoy fair working conditions, to allow collective bargaining and their freedom of association.
• Improving employee experiences in their administrative, labour, and remuneration dealings with the Group through increased social dialogue.

The recognition and exercise of fundamental labour rights, including access to fair working conditions, collective bargaining, and freedom of association, are structural elements in the Group's labour relations. These mechanisms contribute to consolidating a regulated and stable framework that fosters predictability in the relationship between the company and its employees and strengthens the organisation's ability to manage its operations in accordance with international principles.

Furthermore, maintaining and strengthening the channels of social dialogue between the company and employee representatives allows for more organized management of administrative, labour, and remuneration matters, contributing to improved employee experiences in their interactions with the Group and consolidating ongoing communication between the parties. This approach is considered a factor of operational stability in an international production context with diverse workforces.

Health and safety.

• Improvement of the internal health and safety management system due to the submission of all facilities to the ISO 45001 standard.
• Increased awareness among workers regarding safety and prevention of workplace accidents through the strengthening of the safety plan.

Strengthening the Group's occupational health and safety management system is supported by the progressive implementation of internal systems aligned with the ISO 45001 standard. This standardization allows for more consistent management of occupational risks, improves prevention mechanisms in complex industrial environments, and reinforces compliance with applicable regulations in the various jurisdictions where the company operates.

Simultaneously, initiatives aimed at increasing staff awareness of safety promote proactive behaviours in the performance of duties, contributing to a reduction in incidents and the protection of employees. Taken together, these measures enable the maintenance of safer operating conditions, with positive effects on business continuity, organisational confidence, and the sustainability of the work environment.

Promotion of gender equality, treatment and opportunities.

• Promoting equal treatment and opportunities for employees through compliance with current gender equality regulations.
• Promoting gender equality through the selection, promotion, training and remuneration of our own staff based on principles of equality and without regard to gender criteria.
• Progress in equality by incorporating into the Code of Conduct the protection of workers against acts of harassment and discrimination.

The promotion of gender equality, equal treatment, and equal opportunities in the company's operations is achieved through compliance with current equality legislation and the application of objective criteria in the selection, promotion, training, and remuneration processes for its own staff, without regard to gender considerations. This approach helps ensure equitable access to professional opportunities and maintains working conditions aligned with the principles of non-discrimination and equal treatment, in accordance with international standards promoted by the ILO.

Furthermore, the inclusion in the Code of Conduct of provisions aimed at protecting workers from harassment and discrimination reinforces this framework, fostering a respectful work environment aligned with the principles of equal treatment and opportunities in the Group's operations.

Developing our own staff through training, performance evaluation, and internal promotion.

• It is committed to the professional development of employees by prioritizing internal promotion when vacancies arise within the company.
• Development of own staff through the execution of training plans (combining face-to-face, virtual and e-learning learning formats), performance evaluations (in both general and technical skills) and as part of the usual practice of their work.

The professional development of the Group's own staff is structured through training plans focused on strengthening technical and soft skills, complemented by regular performance evaluations that align individual capabilities with the organisation's strategic needs. These initiatives utilize face-to-face, virtual, and digital (e-learning) formats, adapted to the different profiles and roles within the Group.

Furthermore, internal promotion is prioritized as the preferred mechanism for filling open positions, which reinforces the continuity of technical knowledge and fosters sustainable career paths within the organisation. This approach contributes to strengthening employee engagement, improving talent retention, and ensuring equitable access to professional development opportunities.

Digitization.

• Improving employee satisfaction through process digitization, which improves work efficiency and quality.

The progressive digitization of administrative and labour processes within our own operations contributes to improved operational efficiency and reduces the burden associated with repetitive tasks, allowing staff to dedicate more time to value-added functions. This approach facilitates more agile, transparent, and accessible internal management, for example, in areas such as payroll, internal requests, and organisational inquiries.

The availability of digital tools geared towards self-service and interaction with the organisation strengthens employee autonomy and improves the traceability of processes, which can have a positive effect on motivation, work environment, and operational continuity, especially in environments with multiple shifts or locations. This impact is considered significant due to its contribution to employee well-being and improved organisational efficiency.

Negative impact

Increase in workplace accidents due to poor implementation of the occupational risk prevention management system and lack of monitoring of compliance with safety measures by workers.

During the course of production, there is a possibility that employees may suffer certain types of harm, including injuries, illnesses, or pathologies contracted as a result of or in connection with their work. Viscofan's health and safety management system focuses on identifying and mitigating risks based on the most hazardous areas within production plants and auxiliary zones, ensuring that these areas are adequately protected, and simultaneously reinforcing awareness of these issues, thereby reducing the likelihood of workplace accidents.

Opportunities

Secure and stable employment and talent attraction with suitable working conditions.

• Increased revenue as a result of retaining existing staff and attracting new talent by ensuring stable and secure employment with suitable working conditions.
• If Viscofan offers industry-leading work-life balance programs, it can attract top-tier talent.
• Increased revenue and positioning as a result of promoting diversity and inclusion, which can broaden access to talent, as well as foster creativity, flexibility and a mix of perspectives to improve the Group's competitiveness and performance.

Offering secure and stable employment, along with suitable working conditions, represents an opportunity for Viscofan by fostering employee retention and attracting new talent. Job stability can contribute to improved team continuity and reduced costs associated with turnover and recruitment processes, which, in turn, could positively impact productivity and operational efficiency, ultimately leading to increased revenue.

Implementing work-life balance programs can enhance a company's appeal as a responsible employer, particularly in highly specialized technical environments or those with high employee turnover. Similarly, promoting diversity and inclusion expands the talent pool, incorporates different perspectives and experiences, and strengthens creativity, innovation, and organisational flexibility.

Workplace inclusion

• Collaboration with special employment centers and direct hiring of people with disabilities.

Viscofan is reinforcing its commitment to workplace inclusion by collaborating with supported employment centers and directly hiring people with disabilities. These actions help create real opportunities for integration, promoting diversity and equality in the workplace.

Increased knowledge, continuous improvement, and productivity.

Strengthening internal knowledge and promoting continuous improvement practices represent an opportunity for Viscofan, contributing to greater efficiency in its operations. Systematizing learning and knowledge sharing among teams fosters process optimization, improved response to operational incidents, and faster adaptation to technical and organisational changes.

The consolidation of these practices aimed at improving the employee experience, as well as leveraging their skills, generates positive impacts on productivity, process quality, and the Group's operational performance. Furthermore, they strengthen the professional development of employees and foster the consolidation of an organisational culture focused on continuous improvement.

Risks

Health and safety.

• Operating costs for compensation or fines arising from workplace accidents.

During the course of production, there is a possibility that employees may suffer harm, including injuries, illnesses, or work-related illnesses. In addition to the human impact, a workplace accident can result in financial penalties, compensation payments, or additional costs for the company.

To mitigate this risk, Viscofan is working towards the continuous improvement of its health and safety management system, described in section 3.1.2 of this ESRS. This approach allows applying preventive measures to reduce the probability of accidents.

Staff turnover.

• Reduction in revenue due to slowdown in operations and increased recruitment costs as a result of increased staff turnover due to inadequate working conditions caused by job instability.
• Failure to provide working conditions that include reasonable working hours, shifts, or adequate staffing on shifts can lead to accidents.

Employees may become exhausted or make production errors that could lead to costly product recalls due to quality issues, potentially harming customers. This increases turnover and recruitment costs.

Inadequate working conditions, such as excessively long or unreasonable working hours, insufficient shift planning, or inadequate staffing, can increase employee turnover in the Group's operations. This situation affects team stability and hinders the continuity of production processes, especially in industrial environments that require a high degree of coordination and technical expertise.

Higher turnover can also generate additional operating costs related to selection, recruitment, and training processes, as well as increase the risk of operational errors, workplace incidents, or quality issues, especially when staff lack sufficient experience. In certain cases, these conditions can lead to regulatory non-compliance, labour disputes, or a deteriorating work environment, which poses an additional risk to productivity and labour costs.

3.1.2. Incident, risk and opportunity management

Policies related to own staff

ESRS S1-1, ESRS 2 MDR-P

Viscofan has policies in place that address the assessment, management, and remediation of material IROs (Incidents, Risks and Opportunities) related to its own staff. Firstly, the people management policy establishes a foundation that defines, designs, and disseminates a people management model to attract, develop, and retain talent, as well as promote the physical and mental well-being of the workforce through personal and professional growth and by guaranteeing them a decent job.

Viscofan has not made specific political commitments regarding the inclusion of people from vulnerable groups within its workforce. However, the company applies its equality, diversity, and inclusion policies across the board to ensure a fair and respectful work environment, preventing any form of discrimination. These policies are complemented by internal procedures that include regular training, compliance audits, performance indicator monitoring, and confidential channels for reporting potential violations, all overseen by the Ethics and Compliance Committee and the Human Resources Department.

The People Management Policy establishes the following specific principles:

• Regarding equality, diversity and inclusion
• With the selection and hiring of professionals
• Talent management and promotion and training
• Performance and development evaluations
• Remuneration system
• Work-life balance
• Regarding private life and digital disconnection
• Global system of occupational safety and health
• Welfare
• Ethics in the workplace
• Corporate volunteering

Additionally, the People Management Policy outlines specific policies that address in more detail impacts, risks, and opportunities of relative importance related to our own staff:

• Occupational health and safety policy to promote the continuous improvement of health, safety and well-being conditions in the workplace for all Group employees.
• Equal Opportunities, Diversity, Inclusion, and Harassment Prevention Policy: This policy aims to create an inclusive and respectful work environment with equal opportunities, ensuring that all individuals are treated fairly, regardless of gender, race, age, disability, sexual orientation, religion, or any other personal characteristic. Furthermore, the policy establishes clear procedures for preventing and addressing harassment in all its forms.
• Talent acquisition policy whose purpose is to attract, select and retain the best talent to incorporate professionals with the skills, knowledge, abilities and behaviours reflected in the Code of Conduct.
• Knowledge management policy to disseminate and share existing knowledge within the Group and promote continuous learning and training and its exchange.

All these policies have been approved by the Board of Directors and are available on the Viscofan website, in the Corporate Governance – Regulations and Policies section and on the corporate intranet.

Additionally, Viscofan has a Human Rights Policy. This policy adopts the basic principles of respect for internationally recognized human rights, primarily those found in:

• The 10 principles of the United Nations Global Compact
• The European Convention on Human Rights
• The United Nations Convention on the Rights of the Child
• The Guiding Principles on Business and Human Rights: Implementing the United Nations framework to “protect, respect and remedy”
• The OECD guidelines for multinational enterprises
• The Tripartite Declaration of Principles on Multinational Enterprises and Social Policy
• The social policy of the International Labour Organization, as well as any documents or texts that may replace or complement those previously mentioned

The human rights policy formalizes the Viscofan Group's commitment to defending, promoting and respecting human rights in the development of its business activities, and in particular labour rights:

• Prohibition of forced labour.
• Prohibition of child labour.
• Elimination of discrimination in the workplace.
• Respect for freedom of association and collective bargaining.
• Elimination and prevention of harassment and violence.
• Compliance with working conditions.
• Promotion of safety and health at work.
• To ensure the confidentiality and right to privacy of employees.

Furthermore, the Human Rights Policy establishes various guidelines for action, including:

• The identification, within risk management systems, of potential human rights impacts that the Group's activities may generate, the development of mechanisms for preventing and mitigating such risks, and, ultimately, the redress of impacts should they materialize. In this regard, appropriate measures must be taken as soon as possible upon detecting a human rights violation at the facilities, centers, or locations where the Group's companies or their business partners carry out their activities, and the competent public authorities must be informed in accordance with applicable regulations.
• Take appropriate measures if a violation of human rights is detected at the Group's facilities or those of its suppliers, and inform the competent public authorities so that they may take appropriate action when such violation may constitute an administrative or criminal offense.
• To have mechanisms in place for reporting and redressing potential cases of human rights violations.

Information regarding the scope of the policy and the monitoring and supervision in accordance with ESRS 2 MDR-P has been reported in ESRS G1 Business Conduct, section Business conduct policies and corporate culture.

Processes for collaborating with staff and employee representatives on incidents

ESRS S1-2

Viscofan has channels of dialogue and communication with the professionals of the Group's companies, including regular meetings with employee representatives, especially in those subsidiaries where the size of the workforce makes it advisable, specific committees with professionals on matters of special relevance to the company and its own staff, workplace climate surveys, presentations with members of senior management, specific meetings, and notifications on the Group's intranet.

These communication channels allow for the consideration of staff perspectives in decisions and activities related to managing IROs. Of particular note are:

• Meetings with employee representatives, which are generally held at least once a year, may or may not be held regularly, depending on the circumstances, current legislation, and agreements between the company and the employee representatives. These meetings may lead to the establishment of collective bargaining agreements or specific agreements to regulate and monitor aspects related to human resource management. At least one company representative, appointed by senior management, is present at these meetings with employee representatives.
• Viscofan conducts multi-year global opinion surveys to assess the work environment in its various subsidiaries across the countries where it operates. The most recent survey was conducted in 2022 and had a 68% response rate. All surveys and observations were recorded and grouped into different categories, allowing Viscofan to evaluate how its own staff members understand and trust the structures and processes in place for expressing their concerns or needs and receiving responses.
• The participation of workers in matters of safety and health is guaranteed in all plants through safety and health committees - in which the company's actions in matters of risk prevention are consulted periodically - suggestion boxes, as well as other established communication channels.
• Specific plans to encourage active staff participation by ensuring that their needs are proactively addressed.

Furthermore, in implementing the Human Rights Policy, the Group's companies will collaborate constructively with those stakeholders or interested parties that may affect or be affected by the Group's activity in order to establish channels of communication, consultation and contacts that contribute to the better performance of the Group and its business partners in the area of human rights.

The resources used in the processes to collaborate with our own staff and their representatives are primarily human and, when necessary, IT resources.

In the specific case of periodic meetings with workers' representatives, these are mainly conducted by staff from the local locations where they take place, especially from the human resources department, and are one of the tasks incorporated into their position.

Finally, no incidents have been identified concerning our own staff that may arise from the reduction of carbon emissions and the transition to greener and climate-neutral operations, and therefore, there is no collaboration with our own staff members or with workers' representatives in this regard.

Processes for addressing negative impacts and channels for staff to express their concerns

ESRS S1-3

Viscofan has processes in place to manage potential issues and, when appropriate, provide suitable repairs. It also has complaint and claim mechanisms that facilitate the communication of concerns and needs.

The department responsible for monitoring protocols and executing processes to address general negative impacts related to its own staff is human resources.

In the specific case of a negative impact related to health and safety, Viscofan has designated safety officers who are responsible for ensuring that corrective or improvement measures are implemented in this area. The operational sustainability department monitors the implementation of these measures. Additionally, when necessary, the human resources department, the operations department, or senior management may be involved, depending on the circumstances.

On the other hand, Viscofan has a reporting channel called the Ethics Channel. This Integrity Line is a tool for employees and stakeholders to report breaches, crimes, or unethical behaviour that could jeopardize the reputation or civil or criminal liability of the Viscofan Group. See a detailed description in ESRS G1, section 4.1.2.

The Ethics and Regulatory Compliance Committee is the body responsible for initiating, either on its own initiative or at the request of a third party, the investigation into facts or practices that may constitute a breach of the Code of Conduct and the regulations in force in the Viscofan Group, which could give rise to a situation of risk for the Group.

Once an investigation is completed, the Ethics and Regulatory Compliance Committee establishes among its objectives to seek redress and assistance to those who may have been affected by any breach or irregularity, especially for breaches or irregularities with criminal relevance.

Finally, Viscofan monitors compliance with its various staff policies through different control bodies responsible for detecting potential breaches and implementing appropriate corrective measures in each case. See section 3.1.2 of this ESRS for details of the policies and the bodies responsible for their management.

Adoption of measures related to material incidents involving own staff, approaches to managing material risks and taking advantage of material opportunities related to own staff, and the effectiveness of such actions

ESRS S1-4, ESRS 2 MDR-A

In 2025, with the aim of laying the foundations for the next strategic plan called Beat'30, which involves entering new markets and the need to manage multiple challenges simultaneously, the Human Resources area has promoted a more consistent management model oriented towards active listening, with managers as a fundamental lever of change.

The organization has adapted to meet these demands, focusing on the transformation and development of its people. A strong recruitment effort has been maintained to incorporate skills previously lacking within the company, complementing organic growth with external expertise. This effort has been accompanied by the consolidation of the HR Business Partner role, strengthening ties with business areas and reinforcing strategic alignment. All these actions have a common goal: to implement a consistent management style across all subsidiaries, combining competitiveness, diversity, and talent development.

In addition, Viscofan is developing specific measures to manage incidents related to its own staff. These actions aim to guarantee suitable and safe working conditions, promote training and professional development, foster diverse and inclusive talent, and encourage a healthy work-life balance. The goal is not only to reduce risks but also to create a safe, healthy, and motivating environment for everyone. Furthermore, initiatives are being implemented to reinforce positive impacts, reflecting the Group's commitment to the well-being and growth of its people.

These actions are managed at a general level by the Corporate Human Resources Department, which manages them annually and in the longer term within the framework of the Beat'30 strategy and, by extension, they are implemented in the different locations of the Group where applicable.

However, in the case of IROs related to occupational health and safety, the definition of the action plan to be implemented falls under the purview of the Operational Sustainability Department. See the Health and Safety Parameters subsection of this ESRS.

Overall, Viscofan has identified significant projects with a total capital expenditure (CapEx) of €6.3 million in 2025 related to IRO-related measures. These investments have been identified in the Viscofan Group's list of new property, plant and equipment and intangible fixed assets (see notes 5 and 6 of the consolidated financial statements) and have been financed through cash flow from the business. Viscofan also has sustainable financing that, while not specifically allocated to the aforementioned projects, contributes to Viscofan's sustainable performance, as outlined in its Sustainability Action Plan.

Measuring the effectiveness of actions related to impacts, risks, and opportunities involving our own staff is complex due to the subjective nature of many of the elements involved, such as personal development, motivation, and job satisfaction. Although we have metrics and evaluations that allow us to approximate these aspects, we recognize that individual perception plays a decisive role in assessing the results.

In certain areas, such as those related to occupational health and safety, staff turnover, or the percentage of women in management positions, measurement is more objective thanks to specific and verifiable indicators, which facilitates monitoring and continuous improvement. These indicators are detailed later in section 3.1.3 of this ESRS.

The main lines of action are detailed below:

Promoting quality and stable employment, attracting talent, and improving working conditions to combat staff turnover.

In 2025, Viscofan has reinforced its commitment to professional development and job stability by implementing career plans, focusing on experience and team exposure as real opportunities for internal growth. These plans are complemented by ongoing training programs designed to enhance skills and employability, ensuring employees can meet the challenges of an increasingly competitive environment. See the training section for details on the actions and resources allocated to this area in 2025.

On the other hand, in the hiring processes, every effort has been made to prioritize job stability with permanent positions. Our staff have clear contracts that define the main rights and obligations of the contractual relationship.

In the area of Human Rights, Viscofan has an Ethics and Compliance System described in the ESRS G1 Business Conduct section, which also includes the Human Rights Policy. This system verifies compliance with said policy. Specific training has also been provided, and the Group has a reporting channel – Integrity Line – for rapid response to potential violations.

As measures to enhance the employee experience, facilitating flexible working hours and work-life balance, Spain has focused on guaranteeing a 12-hour rest period between work shifts by 2025. Additionally, the trend towards more flexible working hours, with continuous shifts instead of split shifts, has continued.

During the year, Viscofan has carried out communication campaigns on corporate purpose and values, particularly within the celebration of the 50th anniversary, also with the deployment of an awareness campaign of 12 Golden Rules for a Safe and Sustainable Process, and the staff engagement strategy called “Viscofan Discovery” has been maintained to make people in the organisation aware of what we do at Viscofan in different areas, with a session carried out in this aspect by the Cybersecurity team.

Additionally, in 2025, the recognition of the commitment of people who have been working in the Group for a certain period of time has continued to be promoted.

As evidence of the effectiveness of these measures, no significant impacts resulting from non-compliance with working conditions have been identified in the current year.

Remuneration.

Viscofan has made progress in the detailed evaluation of job positions by defining a catalog of roles that allows for the standardization of base salaries based on criteria such as required training, hierarchical reporting lines, specific training, and risks. This initiative, which aims to standardize job definitions and ensure internal equity, also focuses on reducing the gender pay gap and prepares the company to comply with the pay transparency regulations scheduled for 2026. The project's scope encompasses the corporate level and all subsidiaries.

Viscofan has promoted recognition and performance-based remuneration through incentive systems linked to individual and collective financial and sustainability goals. This initiative fosters motivation, engagement, and financial stability within the team, contributing to a culture of continuous improvement and alignment with corporate values. In addition, Viscofan has implemented a flexible remuneration strategy designed to supplement base salary with additional benefits tailored to employee needs and the resources available at each location.

Fair working conditions, collective bargaining and freedom of association, and social dialogue.

Viscofan works to ensure fair and safe working conditions in all its subsidiaries, both those with and without collective bargaining agreements. It ensures compliance with internal standards that guarantee fair and safe conditions for all staff and respects employees' right to organize and participate in representative bodies. Specifically, a Collective Bargaining Agreement was formalized in Spain in 2025.

Viscofan is working to improve active listening between management and teams to address concerns and enhance the work experience. This includes training for middle managers to develop participative leadership skills, promoting open communication and collaborative problem-solving. Additionally, regular events have been organized throughout the year to gather suggestions and strengthen the bond between the company and its staff. In this regard, more than 100 people participated in defining the new Beat'30 strategic plan.

Additionally, a global employee opinion survey is planned for 2026 to directly communicate their expectations and opportunities for improvement.

Health and safety.

The main resources and actions in this area are:

• The company has security officers at all its manufacturing facilities.
• The company has a corporate security officer.
• Investments have been made, notably at the Danville plant in terms of safety in machinery, facilities, and personal protective equipment; also safety upgrades to several machines at the converting production plants in Urdiain in Spain and Montgomery in the USA with the aim of improving their safety level; and investments in improving fire protection.
• The Danville plant has obtained certification under ISO 45001, the international standard for an Occupational Health and Safety Management System
• Training has been provided, specific safety campaigns have been conducted, and work procedure instructions with a focus on safety have been implemented and formalized. Of particular note are:
  • During the year, the corporate campaign “Golden Rules” has been promoted in all subsidiaries, accompanied by activities such as training for all staff, the implementation of “Sustainability Minutes” led by supervisors and the carrying out of “Sustainability Tours” by the first line of management both in the subsidiaries and in the corporate area.
  • Furthermore, the second Tuesday of April has been established as Sustainability Day, a day on which the management of each plant leads and promotes awareness actions on the environment, health and safety.
  • At the same time, specific machine safety training has been provided to staff involved in change management, including those from Maintenance, Engineering, Operational Sustainability, and Production. The preparation of work instructions has also been strengthened, incorporating key safety information to ensure safer and more standardized processes.
• Monitoring of proposed actions following lost-time accidents has been intensified to ensure that they are implemented within the established timeframe.
• Periodic monitoring of safety indicators in all monthly management committees.
• Remuneration has been paid in those cases that have been justified with the objective of providing or allowing reparation in relation to the consequences of the accidents.

The effectiveness of these measures has allowed for an improvement in accident rate indicators compared to the start of the Sustainability Action Plan, even exceeding the initially established goals.

Promotion of gender equality, equal treatment and equal opportunities

In line with the policy on equal opportunities, diversity, inclusion, and prevention of harassment, Human Resources processes have been strengthened to ensure that there is no discrimination and that the search for candidates is conducted without bias. Efforts have also been made to facilitate access to training, and the gender dimension is systematically analyzed in all staff-related indicators.

Within the Sustainability Action Plan, one of the objectives is to increase the presence of women in management positions. To this end, actions are being carried out to identify female talent, offer specific training, and support their development toward leadership roles. The Executive Sustainability Committee monitors progress quarterly, analyzing the factors that explain the variations, and reports periodically to the Appointments, Remuneration, and Sustainability Committee of the Board of Directors. See the evolution of this indicator in section 3.1.3, Parameters and Targets, of this ESRS.

At the local level, Brazil stands out for the implementation of an innovative project to promote diversity and awareness, using mascots that highlight individual differences and abilities.

Developing our own staff through training, performance evaluation and internal promotion, and increasing knowledge, continuous improvement, and productivity

During the year, the new training policy was implemented and disseminated, accompanied by specific sessions to ensure its proper application. To guarantee that the strategy is implemented across all subsidiaries, local managers were appointed to coordinate training activities in each country.

The company maintains the Viscoacademy platform, integrated into the corporate intranet, which centralizes all the Group's training offerings and facilitates access to shared knowledge. Among the most relevant areas covered this year are training in regulatory compliance, cybersecurity, the use of artificial intelligence, a culture of continuous improvement, personal data protection, and the aforementioned corporate campaign, "12 Golden Rules," for secure and sustainable processes.

Furthermore, progress has been made in developing versatility matrices and clearly defining roles within production teams in different countries, tools that contribute to optimizing the organisation and enhancing internal knowledge.

For all this investment in human capital development, the group has allocated €1.5 million in 2025 (€1.1 million in 2024).

The breakdown of training hours for 2025 and the previous year is as follows:

Digitization

The digitization of internal processes has become a key driver for improving the employee experience at Viscofan. In the Human Resources area, a continuous improvement project using the Kaizen methodology has been implemented. This project includes, among other things, the digitization of reporting processes and specific data management for the area, resulting in significant savings in administrative reporting tasks. A global tool has been implemented to ensure uniformity and standardization in HR information management across the company. This system allows for the consolidation of key data from all subsidiaries, improves the traceability and reliability of information, and facilitates decision-making.

Furthermore, to leverage the potential of Artificial Intelligence, the AI Academy has been created, identifying use cases and offering specific training. Among the most notable applications is the use of Copilot as a tool to streamline administrative tasks, automate analysis processes, and facilitate access to information, thus contributing to greater efficiency and autonomy in daily management.

Workplace inclusion

To promote this positive impact, Viscofan has collaborated in 2025 with special employment centers to provide services and generate real job opportunities, as well as direct hiring in positions adapted to the abilities of each person, and has employed 77 people with disabilities.

3.1.3. Parameters and goals

Goals related to the management of significant negative impacts, the promotion of positive impacts and the management of significant risks and opportunities

ESRS S1-5, ESRS 2 MDR-T and MDR-M

Within the scope of its own staff and as established in the Sustainability Action Plan, Viscofan has the following goals:

Security

In line with its Occupational Health and Safety Policy, Viscofan remains committed to preventing accidents, injuries, and ill health, minimizing the impact of incidents in the workplace. The 2022-2025 Sustainability Action Plan included the goal of reducing the severity index by 50%, calculated as the number of equivalent workdays lost due to accidents per thousand hours worked. This objective, set by the Sustainability Executive Committee and approved by the Board of Directors, was defined using the 2018 severity index (0.52) as a benchmark, with the target of reaching 0.26 by 2030. The scope is global, covering all Group locations, and does not include intermediate milestones.

The Sustainability Executive Committee monitors progress quarterly, analyzes the factors that explain the variations and reports periodically to the Appointments, Remuneration and Sustainability Committee of the Board of Directors.

Setting this goal has enabled Viscofan to implement specific safety awareness projects, invest in protection and ergonomics, and improve and standardize plant safety systems, among other initiatives. These projects have resulted in the company achieving this objective ahead of schedule in 2024 and 2025.

The table on this page shows the evolution of the target based on 100 in 2018:

This progress allows us to set two new targets within the 2026-2030 Sustainability Action Plan. Firstly, to reduce the severity rate by an average of 7% annually compared to 2024 levels. Secondly, to decrease the frequency rate, calculated as the number of accidents per million hours worked, by an average of 5% annually. The year 2024 is established as the benchmark for this new challenge, which is also linked to the Long-Term Remuneration Plan. The scope is global, covering all Group locations, and does not include intermediate milestones.

Furthermore, evidence of this commitment within the long-term variable remuneration plan for Viscofan's senior management and key staff includes an intermediate target for improving the severity index.

Diversity. Increase the percentage of women in management positions.

Based on the policy of equal opportunities, diversity, inclusion and prevention of harassment, which establishes the commitment to set action plans that promote effective gender equality, Viscofan seeks to promote the development of diversity, in particular to increase the weight of the least represented gender in the Group by setting the goal of achieving 30% of the management level being composed of women.

This target was set by the Sustainability Executive Committee and approved by the Board of Directors. Neither company staff nor employee representatives were involved in its definition.

The target is based on the 2018 fiscal year, when the percentage of women in management positions was 15.6%, the year in which Viscofan's first Sustainability Action Plan was established. The goal is to increase this to 30% by 2030, in line with the overall percentage of women in the Group's average workforce. There are no intermediate milestones, and the target applies to all Viscofan Group locations.

The Sustainability Executive Committee monitors performance against this goal on a quarterly basis, identifying the catalysts that justify any variations.

This Committee also reports periodically to the Appointments, Remuneration and Sustainability Committee of the Board of Directors.

Setting this goal has enabled Viscofan to prioritize identifying opportunities within its talent management strategy to incorporate the underrepresented gender, both internally and externally, into positions anticipated in the future, based on vacancies, growth opportunities, or succession planning. As reflected in the goal's progress, this has resulted in a 9.6 percentage point increase in the percentage of women in management positions by 2025 compared to the baseline year of 2018.

The evolution of the goal is as follows:

Characteristics of the company's employees

ESRS S1-6

Viscofan is comprised of a large team of professionals spread across 21 countries where the company operates, reflecting its strong international character. This multicultural, competitive, and highly skilled team is committed to ongoing training and shares solid values and ethical principles, despite its diverse cultural backgrounds.

Overall, this represents an average workforce of 5,721 people in 2025, 10.8% higher than the previous year due to the incorporation of the acquired companies in Brazil, the larger workforce in Thailand associated with the new converting plant installed in the fourth quarter of 2024, and the increase in staff associated with the higher production to meet demand.

For its part, the workforce at the end of 2025 consisted of 5,921 people (5,323 in 2024), of which 4,071 are men (3,759 in 2024) and 1,850 are women (1,564 in 2024).

See staff breakdowns in note 19.3 of the consolidated report.

Viscofan's business model is distinctly industrial, with an average workforce comprising 52% operators and 16% skilled staff. Within this industrial context, Viscofan is committed to stable, high-quality employment, with 92% of its staff on permanent contracts and 96% working full-time.

The workforce combines both experienced professionals and young talent. Of the total average workforce, 20.4% are under 30 years old, 52.9% are between 30 and 50 years old, and 26.7% are over 50 years old.

Based on ESRS S1-6, the breakdowns of salaried staff are obtained from local records calculated using corporate criteria in full-time equivalent numbers, and subsequently consolidated at the corporate level. This represents the average workforce for the reference period, 2025.

The breakdowns of information, considering the average staff, are as follows:

Total number of salaried workers (FTE) and breakdown by sex and country

Total number of people or full-time equivalent of:

1. permanent employees and their breakdown by gender
2. temporary employees and their breakdown by gender
3. Workers with non-guaranteed hours, and their breakdown by gender

Number of employees who have left the company and the turnover rate

The number of employees who have left the company in 2025 is as follows:

This ratio has been calculated using in the numerator the total number of employees who have left the company and in the denominator the total number of employees who have worked in the period.

Characteristics of non-salaried workers within the company's own staff

ESRS S1-7. Information requirement introduced gradually

Viscofan does not report this information in the present sustainability report because it is a gradually introduced reporting requirement and is therefore exempt from reporting in the current year's sustainability report based on Appendix C of ESRS 1.

Viscofan plans to develop the necessary internal systems and procedures to be able to report this information in future years with the quality and reliability required by ESRS S1.

Coverage of collective bargaining and social dialogue

ESRS S1-8

As part of Viscofan's commitment to ensuring fair and equitable working and employment conditions for its staff, the company has collective bargaining agreements that clearly and thoroughly define the terms and conditions of employment, including salaries, working hours, benefits, and labour rights, to the extent possible and according to the specific characteristics of the countries in which Viscofan operates. These agreements are the result of a negotiation process between the company and employee representatives, thus ensuring that our employees' voices are heard and their needs are met. During this period, 55% of salaried staff were covered by a collective bargaining agreement.

Furthermore, ongoing and constructive social dialogue with staff and their representatives is encouraged. This dialogue allows for addressing any concerns or issues that may arise in the workplace in a collaborative and proactive manner. Viscofan strives to maintain open and transparent communication channels, promoting the active participation of staff in decisions that affect their working conditions.

The following section breaks down the total and details of the average salaried workforce covered by collective bargaining agreements by country, both within the European Economic Area (EEA) and outside of it, as established by point AR.70 of ESRS S1. Additionally, according to the definition of collective agreements in EEA countries, all persons covered by an agreement are represented by workers' representatives.

Viscofan does not have agreements with its employees for representation by a European Works Council, a European Society (SE) Works Council or a European Cooperative Society (SCE) Works Council.

Diversity parameters

ESRS S1-9

Within the framework of the Beyond25 strategic plan, for the Viscofan Group, senior management corresponds to the highest hierarchical level of the organisation, reporting directly to the CEO. It comprises regional general management offices (EMEA, APAC, NAM, and SAM) that encompass operations located in the countries belonging to each geographic region, the New Business division, and the corporate service divisions. See details of senior management in note 22.2 of the consolidated annual report. The average senior management staff, broken down by gender, is as follows:

Additionally, based on the management and establishment of its equal opportunities, diversity, inclusion, and harassment prevention policy, Viscofan is committed to establishing action plans that promote effective gender equality, with the aim of increasing the representation of the underrepresented gender at the management level, understood as senior management, directors, and managers. The breakdown of the average workforce in these categories is as follows:

On the other hand, the distribution of salaried workers by age groups is as follows:

Adequate wages

ESRS S1-10

Viscofan Group's recruitment policy is based on objectivity, equal opportunities, and training, and one of its aims is to promote gender diversity. This entails competitive remuneration, tailored to the skills and competencies of the various profiles required depending on the industrial or commercial process, and in accordance with the realities of the many countries in which Viscofan operates.

Within the EEA: based on Directive (EU) 2022/2041 of the European Parliament and of the Council of 19 October 2022 on adequate minimum wages in the European Union, it complies with the definition of statutory minimum wage as the minimum wage established by law or other legally binding provisions, with the exception of minimum wages set by collective agreements which have been declared universally applicable without any margin of discretion on the part of the declaring authority regarding the content of the applicable provisions.

Outside the EEA: the national minimum wage established in the labour laws of the countries in which Viscofan has a presence is used.

Additionally, at all Viscofan locations, 100% of employees receive an adequate salary, in accordance with the country's legal minimum wage reference index, understood as:

Social protection

ESRS S1-11. Information requirement introduced gradually

The Viscofan Group does not report this information in the present sustainability report because it is a reporting requirement that was introduced gradually and is therefore exempt from reporting in the sustainability report for the current year based on Appendix C of ESRS 1.

Viscofan plans to develop the necessary internal systems and procedures to be able to report this information in future years with the quality and reliability required by ESRS S1.

People with disabilities

ESRS S1-12

As part of its commitment to diversity, Viscofan collaborates with special employment centers in Spain and other countries to carry out certain tasks that contribute to the development of our production activities. Viscofan also employs people with disabilities. The following details the individuals who are accredited or hold a certificate from the competent health authority in their respective countries, broken down by gender:

Parameters for training and capacity building

ESRS S1-13

Note: This section reports information regarding training and performance evaluation, as established by ESRS S1-13, thus continuing the reporting requirements of Law 11/2018 of December 28, concerning non-financial information and diversity. Since this information requirement was introduced gradually and is therefore exempt from reporting in the current year's sustainability report based on Appendix C of ESRS 1, the number of evaluations is not reported in proportion to the number of evaluations agreed upon by management. This indicator is being obtained and analyzed for reliable reporting in the next financial year.

Viscofan promotes the personal and professional development of individuals through various initiatives that enable knowledge management and leverage of employee capabilities, combined with performance evaluation processes to achieve the group's objectives.

The company's industrial nature requires combining a large number of operators with specialized staff. An increasingly demanding and global industry necessitates greater knowledge and specialization among the workforce. To meet this challenge, the Group constantly invests in improving employee skills, a commitment complemented by ongoing training programs.

In particular, a key element of training within the Group is accident prevention, which emphasizes the importance of adopting safe work habits among Viscofan employees. This includes everything from basic preventative measures in the workplace to the importance of incorporating heart-healthy habits into daily life, as well as the role of management and improving their leadership in safety matters.

The breakdown of training hours carried out has been reported in the subsection on the adoption of measures related to incidents, approaches to managing risks and taking advantage of opportunities in this ESRS.

On the other hand, within the framework of capacity building, Viscofan promotes performance evaluation processes wherever possible to achieve the group's objectives. The percentage of the average workforce that received performance evaluations in 2025 and 2024, broken down by gender and job category, is as follows:

Health and safety parameters

ESRS S1-14

At Viscofan, we operate with the conviction that it is possible to prevent any workplace accident. Therefore, our actions are not limited to improving the safety of our facilities, but also focus on raising awareness among all staff about the importance of a proactive approach. This commitment is implemented through our Occupational Health and Safety Policy, managed by the Operational Sustainability department in collaboration with corporate and local Human Resources.

To ensure we meet our commitments, all Viscofan Group plants operate under Health and Safety Management Systems based on corporate guidelines. As a result, 100% of Viscofan's staff are covered by this system, which guarantees the consistent application of preventative practices across all locations. Viscofan is also working towards certifying all its plants according to the international standard ISO 45001.

Health and safety management system

Based on its Occupational Health and Safety Policy, Viscofan has developed a strategy and management model focused on preventing significant risks and incidents in this area. The objective is clear: to achieve “zero accidents” by integrating prevention into the daily operations of all production plants.

The corporate Operational Sustainability team plays a vital role in ensuring that all plants comply not only with local and national regulations, but also with internal standards, which place particular emphasis on prevention. This framework reinforces global consistency and ensures that safety is a shared value throughout the Group. At the same time, coordination with suppliers and third parties regarding occupational health and safety applied to all Group activities is key.

In addition, collective agreements in the various locations include specific provisions on health and safety, complementing corporate policies and reinforcing the commitment to protecting people.

Overall, health and safety management is a dynamic process that includes the following components:

Risk assessment and analysis

Production plants undergo an assessment to identify potential sources of risk. This includes an analysis of production processes, as well as auxiliary and service phases that could cause accidents.

Monitoring and continuous improvement

Viscofan continuously monitors areas at risk of workplace accidents. This monitoring is carried out through regular audits, inspections, and detailed risk assessments, with the aim of proactively identifying and addressing any potential hazards. Accident types are consolidated into specific categories, allowing for the analysis of accident trends and patterns, and providing a solid foundation for implementing appropriate prevention measures. When an accident occurs, an investigation protocol is immediately activated. This process includes gathering detailed information about the incident, interviewing those involved and witnesses, and analyzing the conditions that contributed to the accident. Based on this investigation, improvements and corrective actions are proposed to prevent the incident from recurring. These actions may include changes to work procedures, upgrading safety equipment, and providing additional employee training. The corporate department monitors the implementation of these improvements. This is achieved through periodic reviews and compliance audits, ensuring that corrective actions are applied effectively and sustainably. In addition, detailed records are kept of all implemented improvements, allowing for continuous evaluation of their effectiveness and the identification of additional areas for improvement.

Awareness and training

Based on its occupational health and safety policy, Viscofan promotes the sharing of best practices in workplace health and safety, as well as ongoing awareness, training, and information to encourage safe behaviours and a culture of excellence. For Viscofan, the material aspects that affect safety are based on the characteristics of each job. This explains Viscofan's constant effort to standardize procedures and communicate the company's policy on this matter to all employees, providing them with specific courses and information in their work areas.

Investments in equipment

Viscofan promotes investment in its production plants, seeking, whenever possible, the best available technologies for occupational health and safety. Of particular note are investments in improving the safety of machinery and facilities, focusing on accident prevention and ergonomics, fire prevention measures, pollution control, and also in personal protective equipment and signage.

Audits and certifications

External audits are conducted to evaluate the effectiveness of the implemented measures. On the one hand, Viscofan is working towards certifying all its plants under the ISO 45001 standard. On the other hand, the corporate operational sustainability team carries out reviews to assess and verify compliance with health and safety regulations at each facility. A fundamental part of their work is evaluating health and safety management systems, ensuring that the plants have appropriate procedures in place to minimize the occurrence of negative impacts.

The following details the Viscofan Group plants certified under the ISO 45001 standard:

Finally, Viscofan has a corporate objective of reducing the severity index, see the goals subsection of this ESRS.

Based on this, Viscofan believes it has a strategy in place to address the relatively significant impact and risk of occupational health and safety issues. This qualitative analysis is based on the premise that, in the medium and long term, it aims to improve the current status. In this regard, by 2025, the number of accidents within the Group has been reduced by 14.8% compared to the previous year, as has the severity rate, thanks to the continuous improvement of the health and safety management system described above.

The details of the Viscofan Group's health and safety indicators are as follows:

Work-life balance parameters

ESRS S1-15. Information requirement introduced gradually

The Viscofan Group does not report this information in the present sustainability report because it is a gradually introduced reporting requirement and is therefore exempt from reporting in the current year's sustainability report based on Appendix C of ESRS 1.

Viscofan plans to develop the necessary internal systems and procedures to be able to report this information in future years with the quality and reliability required by ESRS S1.

Remuneration parameters (salary gap and total remuneration)

ESRS S1-16

Viscofan promotes equal opportunities and non-discrimination through its People Management Policy, which also includes Collective Bargaining Agreements that improve upon the minimum conditions established by various labour laws. These agreements regulate the remuneration received by employees covered by them and, in particular, establish criteria for fairness between similar jobs, thereby preventing gender discrimination and the gender pay gap. The average remuneration within the Group is €38,478 (€37,882 in 2024): €42,835 for men (€40,598 in 2024) and €29,195 for women (€31,293 in 2024). This difference in average remuneration is due to a multitude of factors, from the gender composition of the Group, to its geographical presence, the different distribution between positions, its level of specialization, night shifts for a continuous 24-hour production process, bonuses for danger, seniority, etc., which are in line with the industrial context, the composition of the workforce and the historical trajectory of the Viscofan Group.

To internally monitor potential pay differences based on gender, the guidelines of the job evaluation project developed in Spain in 2021 are applied. This project aimed to identify comparable grades, considering the nature of the functions, the educational and professional conditions required, the factors linked to performance and the conditions in which the activities are carried out.

The analysis, conducted with the support of the consulting firm Willis Towers Watson, established a standardized structure identifying up to 21 equivalent grades within Viscofan, providing a solid foundation for ensuring pay equity and preventing bias in salary management. Based on this experience, Viscofan internally analyzes the grade equivalents for all companies within its consolidation perimeter. This involves analyzing remuneration by grade and gender across different locations to identify pay gaps, defined as the difference between men's and women's fixed salaries relative to men's fixed salaries at each grade level, provided the underrepresented gender exceeds 5% of the workforce at the workplace. Based on this analysis, Viscofan can monitor the evolution of this indicator at the most significant grade levels and implement measures for improvement.

The result of this analysis is summarized in the weighted gender pay gap for the Viscofan Group. Additionally, the gender pay gap, calculated in accordance with section AR 101 of this ESRS, is detailed below:

On the other hand, in 2025 the ratio between the total annual remuneration of the highest-paid person and the median total annual remuneration of all salaried workers (excluding the highest-paid person) is 49.0, a figure not adjusted for differences in purchasing power between countries.

Incidents, complaints and serious human rights-related issues

ESRS S1-17

Viscofan has an Ethics Channel, an Integrity Line, where any interested party can file a complaint regarding, among other things, cases of discrimination, including harassment and the grounds established in point 102 of the ESRS S1.

During 2025, the Ethics and Compliance Committee accepted one complaint of discrimination, including harassment. In addition, thirteen complaints related to staff matters, as defined in section 2 of ESRS S1, were accepted for processing, excluding those already reported under point 103(a) of that standard.

The figures for complaints have been obtained and aggregated from the computer system of the Ethics Channel - Integrity Line managed by the Ethics and Regulatory Compliance Committee and whose characteristics have been detailed in the ESRS G1 Business Conduct.

There have been no significant fines, penalties, or compensation for damages as a result of the cases and claims mentioned above, nor related to the rights. See note 13.3 on Contingent Assets and Liabilities in the Notes to the Consolidated Financial Statements.