▸ CONTENTS Management Statement ...................................................... 3 1. Executive Summary ........................................................... 4 2. Scope of report & Application Guide ............................ 8 3. Company & Governance ................................................... 12 4. Materiality & Sustainability Strategy ......................... 20 5. Opportunities & Risks ....................................................... 24 6. Environment & Climate .................................................... 30 7. People & Social issues ....................................................... 60 8. Integrity & Compliance ..................................................... 72 9. Summary & Outlook ......................................................... 76 APPENDIX Performance Indicators ........................................................ 78 GRI Index ................................................................................... 80 2

1 1Executive Summary ▸ More than 100 years of experience in textile management. 1.0 Introduction 1.1 Our achievements 1.2 Our potential for improvement 4

1 Executive Summary ▸ Our achievements 1.1 Our achievements Austria Environment & Climate Energy intensity1 UnitUnit [kWh/kg] Greenhouse gas intensity (energy) [kg CO2e/kg] Water intensity Washing agent intensity Packaging intensity Residual waste intensity Fuel intensity (own trucks) Proportion of trucks with the highest EURO standard Reuse/recycling rate for used textiles People & Social issues [l/kg] [g/kg] [kg/kg] [kg/kg] [l/kg] [%] [%] UnitUnit Δ 2023 vs. 2022 in % Δ 2023 vs. 2022 in % -15,53% -15,79% -16,72% -10,91% -11,11% -11,25% -18,01% +12,94% +14,03% Δ 2023 vs. 2022 in % Δ 2023 vs. 2022 in % Women in management positions Men in management positions [Quantity] [Quantity] Work accidents with absence ≥ 1 day (LTIR2) [WA with lost time ≥ 1 day/1 million work hours] +34,58% +8,99% -8,60% Integrity & Compliance UnitUnit Δ 2023 vs. 2022 in % Δ 2023 vs. 2022 in % Proceedings pending in court due to compliance violations [Quantity] +/- 0% 1 The intensity KPIs refer to the kilograms (kg) of laundry washed: see Annex 2 LTIR = Lost Time Injury Rate CEE/SEE Environment & Climate3 Energy intensity4 Greenhouse gas intensity Photovoltaic production Water intensity Washing agent intensity People & Social issues UnitUnit [kWh/kg] [kg CO2e/kg] [MWh] [l/kg] [g/kg] UnitUnit Δ 2023 vs. 2022 in % Δ 2023 vs. 2022 in % -3,27% -6,98% +1.044% -0,11% -17,60% Δ 2023 vs. 2022 in % Δ 2023 vs. 2022 in % Work accidents per employee [WA/employee] -37,14% Integrity & Compliance Einheit Einheit Δ 2023 vs. 2022 in % Δ 2023 vs. 2022 in % Proceedings pending in court due to compliance violations [Quantity] +/- 0% 3 Our subsidiaries in CEE/SEE were included in Sustainability Controlling in 2023, which is why not all comparative figures from 2022 are available and successes can be reported 4 The intensity KPIs refer to the kilograms (kg) of laundry washed; see Annex 6

2 Application Guide 2Scope of report & Application Guide 2.1 Scope of report 2.2 ▸ This report has been produced in accordance with the GRI Standards. 8

2 Scope of report & Application Guide ▸ Application Note 2.2 Application Note As a company, we are committed to sustainable development and pursue a strategy that enables us to continuously improve our sustainability performance. reporting is always transpa- rent and meaningful. Because for SALESIANER, sustainabili- ty is not a buzzword, but an integral part of our identity, our corporate culture, our self- image as a good corporate ci- tizen and the success based on our values. In this report, we follow the guidelines of the Global Re- porting Initiative (GRI) and are committed to complying with its principles. Further- more, by joining the UN Glo- bal Compact in May 2023, we declare our commitment to all of its principles, including respect for human rights and the protection of vulnerab- le and particularly vulnerable groups (e.g. war refugees). We recognise that complian- ce with these principles requi- res continuous effort, and we at SALESIANER are commit- ted to continuously improving our sustainability perfor- mance and ensuring that our VISION Together we bear responsibility for our customers, our fellow human beings and future generations. We make the world a safer and more hygienic place using innovation and technology. 10

& Governance ▸ 3 3Company SALESIANER is 3.1 The company 3.2 Governance an Austrian family business in the 3rd generation. 12

3 Company & Governance ▸ The Company Employees Total amount of which employees Austria Austria 2.148 369 of which blue-collar workers 1.779 with collective agreement/ minimum wage regulations 100% CEE/SEE CEE/SEE Group 1.262 378 884 100% 3.410 747 2.663 100% 14 The Company2.2

3 Company & Governance ▸ The Company The SALESIANER Group‘s core business and punctual, demand-orien- tated delivery (with specific requirements such as gar- ment dispensing machines). SALESIANER is the only pro- vider on the market to offer such a complete package. is textile management for the healthcare, hotel and ca- tering sectors as well as for industry and commerce in the form of workwear and cle- anroom textiles. Washroom hygiene, mat services and cleaning cloths round off the product range. The Group‘s business model includes the procurement, storage/main- tenance of textiles, hygienic and sustainable laundering COUNTRIES 11 580 TONNES OF LAUNDRY PER DAY 30 LOCATIONS 350 TRUCKS Our business areas Healthcare sector Full supply – from sterile surgical textiles and ward linen to Personal Linen Service Hotel and catering sector Complex textile furnishings make work easier and create a neat, hygienic atmosphere Mats Dust control and graphic mats with pro fessional cleaning service, anti-fatigue mats. Workwear A wide range of offers for industry, trade, the food sector and pharma- ceutical sector Cleanroom clothing Professional service for the mi- croelectronics and pharmaceuti- cal industries Complete product range for hygiene and cleanliness in the washroom area Cleaning Cloths & Mop Covers Cotton cleaning and microfiber cloths and mop covers in a practi- cal reusable system 3.400 EMPLOYEES SALESIANER was already a pioneer of the sharing and circular economy with the introduction of rental textiles 50 years ago. 16 2.2The Company

3 Company & Governance ▸ Governance 3.2 Governance The company and group of companies is managed by Thomas Krautschneider as Managing Partner and Victor Ioane as Chief Executive Officer (CEO) of SALESIANER MIETTEX GmbH, based in Vienna. Christine Krautschneider is Chairwoman of the Supervisory Board, SALESIANER‘s highest supervisory body. The Supervisory Board - nominated at the annual shareholders‘ meeting - consists of a total of six members, three of whom are women and three men. MEMBERS OF THE SUPERVISORY BOARD (as of 31 December 2023) Christine Krautschneider Chairwoman (since 2010) Simone Oremovic Executive Vice President People, Projects and Supply Chain, RHI Magnesita (since 2018) Michael Lagler Partner, Schönherr Franz Schweiger Managing Director, Rechtsanwälte (since 2010) BF Consulting (since 2022) Jörg Weselka Chairman of the Central Works Council, SALESIANER (since 2023) Sandra Nelson Deputy Chairwoman Chairwoman of the Central Works Council, SALESIANER (since 2023) There are no conflicts of in- terest. The actions of the Su- pervisory Board (as well as the Management Board) ha- ve always been approved in full at the shareholders‘ mee- tings. In addition, the Super- visory Board‘s wide-ranging and long-standing experience and expertise in the areas of business, environment, social affairs, integrity and compli- ance ensure the professio- nal monitoring and manage- ment of SALESIANER‘s sus- tainability and its particularly relevant, material sustaina- bility issues (see section 4. Significance & sustainability strategy). Although the Supervisory Board is not actively involved in sustainability reporting, material sustainability issu- es, including the associated opportunities and risks, are also comprehensively presen- ted to the Supervisory Board at the quarterly Superviso- ry Board meetings and in the course of submitting the an- nual and management re- ports; there were no critical issues in the reporting period. The Supervisory Board then issues corresponding directi- ves for the company or trans- fers their management to the Management Board and, via the latter, to downstre- am units and functions and is informed about their imple- mentation and progress as part of the annual and ma- nagement reports. This en- sures that the SALESIANER Group always acts in accor- dance with laws and stan- dards as well as customer 18 Women 50%50%

▸ Environmental & social issues are most important to SALESIANER. 4.24Materiality & Sustainability Strategy Sustainability Strategy 4.1 Materiality 4 20

4 Materiality & Sustainability Strategy ▸ Sustainability Strategy 4.2 Sustainability Strategy As a company, we are committed to sustainable development and pursue a strategy that enables us to continuously improve our sustainability performance and thus our contribution to a world worth living in. We have defined four strategic impact dimensions: Economic Economic sustainability sustainability Ecological Ecological sustainability sustainability Legal Legal sustainability sustainability Social Social sustainability sustainability ▸ ECONOMIC SUSTAINABILITY: ▸ ECOLOGICAL SUSTAINABILITY: We safeguard SALESIANER’s commercial success for generations to come. We make an active and meaningful contribution to conservation and climate mitigation action. ▸ LEGAL SUSTAINABILITY: Our actions are always in compliance with the applicable laws and regulations – setting higher standards in places where required by our values. ▸ SOCIAL SUSTAINABILITY: We take seriously our responsibility towards our employees, customers, suppliers and the wider community. 22

5 5Opportunities & Risks▸ Selected opportunities of climate change 5.1 Selected risks of climate change 5.2 5.3 Outlook Climate change harbours risks for SALESIANER, but also opportunities. 24

5 Opportunities & Risks ▸ Selected risks of climate change 5.1.3 Impairment of tourism SALESIANER generates around 34% of its revenue in the Ho- tels & Catering division. Howe- ver, extreme weather condi- tions or natural disasters can affect customers‘ travel plans and thus lead to a decline in de- mand for hotel and catering services. This also applies struc- turally to climatic shifts, which sometimes lead to less snow- fall and hotter summers, which in turn can reduce demand. The threat of Lake Neusiedl drying up and the gradual melting of glaciers in Austria and the as- sociated consequences for lo- cal winter and summer tourism are two current examples of how the risk of climate change can affect SALESIANER‘s busi- ness in the future. However, it should also be noted that lon- ger summer seasons can also have a positive impact. In addi- tion, our winter tourism custo- mers could substitute their Al- pine offering. 5.1.4 Stricter regulations and laws costs at this time. In addition, restrictions in water con- sumption due to droughts could limit availability for production. Extended regulations and laws, for example regarding emissi- ons, waste disposal and water consumption, may lead to ad- ditional costs and operational restrictions. For example, alt- hough SALESIANER welcomes and proactively pursues grea- ter environmental and climate protection, we may be forced to invest in additional techno- logies and processes to reduce emissions and dispose of was- te that are not yet economical- incur additional ly viable or 26 5.1.Selected risks of climate change

5 Opportunities & Risks ▸ Selected opportunities of climate change 5.2 Selected opportunities of climate change 5.2.1 Increased demand for climate-friendly products and services dition, by expanding our range of cli- mate-friendly products and services, we can benefit from the increasing demand or are already doing so - for example with our BioLux bed linen, which is made from certified orga- nic FAIRTRADE cotton and recycled high-tech polyester. The reason for this opportunity is our customers‘ increasing focus on sus- tainability and environmental pro- tection. Many customers are already favouring products and services that are environmentally friendly and have a smaller ecological footprint. This is an opportunity for SALESIANER, as we expect the demand for reusable textiles to increase both in our geo- graphical markets (especially in CEE/ SEE) and in our business areas (espe- cially in the healthcare sector). In ad- 5.2.2 Economy, efficiency and technology pioneer The pressure to reduce greenhouse gas emissions and cut energy con- sumption is constantly growing. Mar- ket dynamics ensure that the corre- sponding technologies are becoming more economical. In this respect, SALESIANER also sees an opportuni- ty in this pressure - namely by utilising, developing and further expanding in- novative technologies and processes in a cost-efficient manner that ena- ble us to further reduce energy con- sumption and greenhouse gas emissi- ons and thus also our operating costs. These include, for example, the use of renewable energies, energy-efficient lighting systems, improved thermal insulation, the use of energy-effi- cient machines, the utilisation of waste heat and corresponding sector coupling, the increased use of electric vehicles and 28

Swarm of bees discovered at the Budapest site! After successful resettlement and expert help, the bees are now safe. 6 6Environment & Climate ▸ Waste & Recycling 6.1 Materials used 6.2 6.3 Water & Waste water 6.4 Energy 6.5 Greenhouse gas emissions 6.6 Environmental and climate protection in the supply chain 30 We use innovation and technology to make the world a safer and more hygienic place.

6 Environment & Climate ▸ Materials used 6.1 Materials used In industrial laundries, three areas are of particular importance in the context of ecological sustainability when it comes to the materials used: in the three main impact ca- tegories of textiles, washing- active substances and pa- ckaging in order to assess our sustainability performance, measure our target achieve- ment and identify any poten- tial for improvement at an early stage. We currently use various key figures and are endeavouring to develop and monitor further meaningful KPIs in light of regulatory and customer requirements. ▸ Textiles ▸ Active washing substances/cleaning chemicals ▸ Packaging material In order to minimise our eco- logical footprint in the area of materials used, SALESIANER has developed a compre- hensive management con- cept based on the sustaina- ble procurement of materials and the reduction of waste and resource consumption. The concept includes the fol- lowing key measures: • Procurement • Suppliers • Customer information • Measuring & monitoring We are committed to the responsible procurement of materials and raw materials that are both environmen- tally and socially sustainable. In our procurement, we the- refore favour raw materials and materials that are as environmentally friendly and durable as possible. With this in mind, we train and sensi- tise our employees to envi- ronmentally friendly procure- ment practices and the re- sponsible use of materials. We also work closely with our suppliers to ensure that they meet our standards in terms of environmental and social responsibility and that we work with them to achieve our goal of reducing our eco- logical footprint. We are also committed to informing our customers about our sustai- nability goals and measures and involving them in our ef- forts - for example through appropriate product training and by offering alternative, more sustainable product and service categories. We regularly measure and monitor our ecological impact 6.1.1 Textiles the textile sector, In SALESIANER operates in a complex field of tension between customer require- ments, economic efficiency and environmental compati- bility. On the one hand, our texti- les must always fulfil the high demands of our customers in terms of design, functiona- lity and compliance with re- gulatory requirements (e.g. in the pharmaceutical industry) in order to remain competiti- ve. On the other hand, we are 32 endeavouring to continuous- ly reduce the ecological foot- print of our textiles - whe- reby our customers are also increasingly requesting such textiles and demanding a statement of the correspon- ding life cycle assessments. In our day-to-day business, however, we realise that eco- logical aspects - unlike in the Hotel & Catering division - have often been accorded less importance than design and functionality, especially in the workwear, healthcare and cleanroom clothing divi- sions. is moving Against this background, SALESIANER in two main directions: Finding alternatives and optimising what already exists. We work closely with our suppliers to reduce the environmental im- pact of the textiles we buy while maintaining the same quality - for example by in- creasing the use of recycled materials and improving du- rability.

6 Environment & Climate ▸ Materials used Performance, goals and next steps Compared to the previous ye- ar, the absolute consumption of detergents in Austria increa- sed by around 0,70%. At the same time, however, we were able to reduce detergent inten- sity by 10,85% from 15,76 g/kg to 14,04 g/kg by further opti- mising our washing processes. A similar picture can be seen in CEE/SEE, where we were able to reduce detergent intensity by 16,52%. In Austria, we also succeeded in increasing the proportion of Ecolabelled laundry detergents by 34,32%. However, we are aware that we must conti- nue to intensify our efforts together with our sup- pliers in order to achieve our goals in this area. Detergents Austria Consumption KPI Unit [t] 2022 2023 Δ in % 2025 2030 2040 1.385 1.395 +0,70% --- --- --- Detergent intensity [g/kg] 15,76 14,05 -10,85% ≤ 15,00 Ecolabel share [kg/kg in %] 22,26% 29,90% +34,32% ≥ 30% ≥ 50% CEE/SEE Consumption KPI Unit [t] 2022 2023 Δ in % 2025 2030 2040 976 912 -6,56% Detergent intensity [g/kg] 19,26 15,87 -17,60% ≤ 15,00 Ecolabel share [kg/kg in %] --- 14,55% --- ≥ 30% ≥ 50% Group Consumption KPI Unit [t] 2022 2023 Δ in % 2025 2030 2040 2.361 2.307 -2,29% Detergent intensity [g/kg] 17,63 14,71 -16,52% ≤ 15,00 Ecolabel share [kg/kg in %] --- 23,83% --- ≥ 30% ≥ 50% 6.1.3 Packaging The sustainability of our pa- ckaging materials is also cru- cial. SALESIANER has long been using packaging materi- als made from recycled paper and recycled plastics, which can be recycled or reused af- ter use. Additionally, we are gradually replacing existing materials from non-renewa- ble sources with appropria- te alternatives. This not only helps conserve resources but also reduces waste and lo- wers environmental impact. We also continuously optimize the size and weight of our pa- ckaging. Efficient packaging design allows us to save re- sources without compromising the protective function for tex- tiles. SALESIANER relies on the use of standard packaging to minimize packaging effort and reduce space requirements du- ring transport. In addition to using recyclable materials and optimizing si- ze and weight, we also aim to avoid packaging where pos- sible. For example, when re- turning used textiles, packa- ging is avoided by collecting the textiles in special contai- ners and bringing them di- rectly to the laundry. 34

6 Environment & Climate ▸ Waste & Recycling 6.2 Waste & Recycling The problem of waste also poses a challenge for an industrial laundry like SALESIANER. introduction of waste reduc- tion measures and waste se- paration systems, as well as the continuous optimization of waste disposal. Another important point is the recycling of our discarded textiles. In 2023, we intensified our efforts in this area with strong cooperation partners towards the vision that our old textiles will become new rental textiles again. Handling textiles, their clea- ning, and packaging genera- tes various wastes that can pose an environmental bur- den. Against this backdrop, SALESIANER is actively com- mitted to sustainable was- te management to minimize environmental impacts and conserve resources. locations of group according the All are SALESIANER to certified the ISO 14001 standard. SALESIANER adheres to the principles of the environmen- tal management system and focuses on continuously im- proving its waste manage- ment processes. The overar- ching management concept defined by the ISO standard establishes the guidelines and measures we take in the area of waste. These include regular waste analysis, the 36

6 Environment & Climate ▸ Waste & Recycling Performance, goals, and next steps Through these and other mea- sures, we were able to reduce the residual waste intensity in Austria by 11,25% compared to the previous year and increase the reuse/recycling rate of our old textiles by 14,03%. In CEE/ SEE, the reuse/recycling rate is significantly lower at 16,19% compared to Austria‘s 67,71%. Therefore, we will intensify our efforts in CEE/SEE to come closer to our group-wide tar- get of a 75% rate by 2024. Waste & Recycling Austria Unit 2022 2023 Δ in % 2025 2030 2040 507,06 214,72 292,34 1.266,69 703,72 488,30 204,99 283,31 1.596,11 706,14 --- -3,70% --- -4,53% --- -3,09% +26,01% --- +0,34% --- 465,21 688,94 +48,09% --- 97,76 55,69 2,04 1,01 52,64 1.829,44 +105,64% --- 201,03 +1,44% --- 56,49 +21,08% --- 2,47 +/-0,00% --- 1,01 53,01 --- +0,70% 2.140,90 +17,03% --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- 0,0071 0,0030 0,0025 0,0020 [kg/kg] [kg/kg in %] 59,38% 67,71% +14,03% 75% 0,0080 -11,25% 80% 90% [t] Recyclable [t] Waste paper/cardboard [t] Plastics/films [t] [t] Non-hazardous Residual waste [t] Old textiles (Re-use & recycling) Metals Hazardous Used oils Batteries Laundry sludge Total KPI Residual waste intensity Reuse/recycling rate1 [t] [t] [t] [t] [t] [t] 1 The quota refers to those textiles that are reusable or recyclable. Textiles that do not fulfil this criterion - such as incontinence pads - are not included in the quota. 38

6 Environment & Climate ▸ Water & Waste water 6.3 Water & Waste water Water consumption in industrial laundries is high due to the large amount of textiles that are washed and dried every day. In the reporting period, we used an average of around 1,35 million cubic metres of fresh water (groundwa- ter and municipal water, approx. 95% and 5% respectively) for hygienic and high-quality dry cleaning for our cus- tomers, with Austria accounting for around 62% and CEE/SEE for 38%. SALESIANER is therefore aware of its special responsibility for the careful use of water consumption and waste water and has always made a variety of efforts to reduce water consump- tion and waste water pollution. The following should be mentioned here in particular: ▸ Optimisation of washing and drying processes We also reduce our water consumption by constantly improving our washing and drying processes. For example, we wash textiles with similar washing requirements together - whe- re permitted by law and customer require- ments - in order to reduce water consumption. ▸ Use of environmentally friendly cleaning agents We also reduce our water consumption by using environmentally friendly chemicals and detergents and by continuously optimising the dosage. ▸ Water Recycling The reuse of water used to clean our textiles also makes a significant contribution to redu- cing our water consumption. For example, we use special recovery systems. The waste water from our laundries is collected and channelled through a filter system that removes dirt par- ticles. The purified water can then be reused in accordance with regulatory requirements and thorough quality controls (e.g. with regard to the absence of pollutants and bacteria). ▸ Investments in modern technologies Older washing machines often require more water than more modern appliances. That is why we are constantly investing in modern ma- chines with low-water technologies in order to continuously reduce our water consumption. The wastewater is discharged direct- ly into the sewerage system in accor- dance with the regulatory require- ments and in compliance with the wastewater limits. The quanti- ties of waste water are roughly the same as the quantities of fresh water supplied. Only 4% to 5% is emitted during the drying process in the form of moist, warm ex- haust air. 40

6 Environment & Climate ▸ Energy 6.4 Energy The energy consumption and energy intensity in an industrial laundry like SALESIANER depend on various factors, such as the size of the facilities or operations, the volume of cleaning and the technologies used. In order to manage these factors ef- fectively, fulfil SALESIANER‘s require- ments and save energy at the same time, a comprehensive energy ma- nagement system in accordance with the ISO 50001 standard was installed back in 2012 - long before the Austrian Energy Efficiency Act (EEffG) came in- to force. Since then, this management system has been the central founda- tion on which the continuous impro- vements to our energy efficiency are based. It comprises a systematic ap- proach to identifying potential energy savings, implementing measures and monitoring and measuring our energy consumption. Energy consumption at SALESIANER is distributed as follows: Building 2%2% Transport 14%14% ENERGY DISTRIBUTION AT SALESIANER (Status: 31.12.2023) 84%84% Laundry 42

6 Environment & Climate ▸ Energy Energy Saver Award 2024 goes to SALESIANER Hungary! At this year‘s annual celebration, our site in Szombathely emerged as the shining winner in the „Energy Saver“ category! Compared to the previous year, we achieved impressive energy savings: -23% for electricity and -16% for gas. Regular maintenance, cleaning, process optimisation and investments in technology contributed to this. These measures not only increased energy efficiency, but also productivity and results. 44

6 Environment & Climate ▸ Energy In order to save even more energy and increase our energy efficiency, we are focussing on the following measures in particular: ▸ Optimisation of our operational steam processes including the reduction of losses in pipelines and increasing efficiencies in steam boiler systems. ▸ Optimization of heat recovery from wastewater and exhaust air by preheating our fresh water and optimizing pressing times. ▸ Comprehensive implementation of operational data acquisition (BDE) systems including energy monitoring, to increase productivity. ▸ Reduce the use of fossil fuels for heat/steam generation including examining technical options such as rapid steam generators using electricity, biomass, or hydrogen instead of natural gas, and implementing one to two pilot projects. ▸ Increase the proportion of electric vehicles As of December 31, 2023, there were 33 out of 187 company cars (approximately 18%). 46

6 Environment & Climate ▸ Greenhouse gas emissions Performance, goals, and next steps In the area of GHG emis- sions, we show our perfor- mance from 2019, as this is the base year. We would like to point out that we have re- calculated GHG emissions for all years and that the fol- lowing figures are based on the current state of scienti- fic knowledge. Among other things, the currently valid and recognised global warming potentials (GWP) are applied for all years. Emission-free travelling thanks to e-mobility! We want to convert our entire vehicle fleet to alternative drive systems by 20401. 1 Facebook Post „Emission-free tra- velling thanks to e-mobility!“ https://www.facebook.com/ story.php/?story_fbid=29550 4686394181&id=100078039 540996&paipv=0&eav=Af- bzDuO4IANOWxEbMqf tePEgBw2DjzX8BPUp- sYVx2kPn6XmuVXbXQ- S2ZYP6GP4RxAEc&_rdr 48

6 Environment & Climate ▸ Greenhouse gas emissions CEE/SEE 25.000 20.000 15.000 10.000 5.000 0 Scope 3 Scope 2 Scope 3 Scope 2 Scope 3 Scope 2 Scope 1 Scope 1 Scope 1 -6,37 % -59,39 % GHG Unit 2019 2022 2023 Δ in %1 20252 20302 20402 20503 Scope 1 Scope 2 Scope 3 Total5 (Energy) Total6 (Full Scope) [t] [t] [t] [t] [t] 14.575 12.731 14.480 -0,65% --- 4.062 6.064 3.589 5.309 3.235 5.412 -20,36% --- -10,75% --- --- --- --- --- --- --- --- --- --- 24.701 21.629 23.128 -6,37% 19.094 15.408 10.032 Net Zero --- --- 36.735 --- --- 4 --- 4 --- 4 Net Zero 0,6 0,5 0,4 0,3 0,2 0,1 0 Scope 3 Scope 2 Scope 3 Scope 2 Scope 3 Scope 2 Scope 1 Scope 1 Scope 1 -6,98 % -72,09 % KPI: GHG intensity Scope 1 Scope 2 Scope 3 Total5 (Energy) Total6 (Full Scope) [kg/kg] 0,25 [kg/kg] 0,07 [kg/kg] 0,11 [kg/kg] 0,43 0,25 0,07 0,10 0,43 0,25 0,06 0,09 -43,18% --- -50,00% --- -50,00% --- --- --- --- --- --- --- --- --- --- 0,40 -6,98% 0,31 0,22 0,12 Net Zero [kg/kg] --- --- 0,64 --- 0,49 0,35 0,19 Net Zero 1 compared to 2019 (base year) 2 Science-based targets in accordance with the 1.5 °C target of the Paris Climate Agreement (SBTi) 3 Net Zero target 4 The full-scope GHG targets can only be defined after complete GHG accounting + Indicative, as they can only be clearly defined after complete GHG accounting (Scope 3) 5 Includes: Scope 1, Scope 2 + Scope 3 (indirect energy consumption) 6 Includes: Scope 1, Scope 2 + Scope 3 (all categories as per table above) 50

6 Environment & Climate ▸ Greenhouse gas emissions Greenhouse gas emissions (GHG) - location-based AUSTRIA +1,73% Scope 3 Scope 2 Scope 3 Scope 3 Scope 2 Scope 2 Scope 1 Scope 1 Scope 1 35.000 30.000 25.000 20.000 15.000 10.000 5.000 0 GHG Unit 2019 2022 2023 Δ in %1 20252 20302 20402 20502 Scope 1 Scope 2 Scope 3 Total3 (Energy) Total4 (Full Scope) [t] [t] [t] [t] [t] 23.489 23.269 23.796 +1,31% --- 1.709 8.118 3.457 8.637 2.712 7.384 +58,70% --- -7,34% --- 33.316 35.362 33.892 +1,73% --- --- --- 62.730 --- --- -38,18% Scope 3 Scope 2 Scope 1 Scope 3 Scope 2 Scope 1 Scope 3 Scope 2 Scope 1 0,6 0,5 0,4 0,3 0,2 0,1 0 KPI: GHG intensity Scope 1 Scope 2 Scope 3 Total3 (Energy) Total4 (Full Scope) [kg/kg] 0,36 [kg/kg] 0,03 [kg/kg] 0,13 [kg/kg] 0,55 0,26 0,04 0,10 0,40 0,24 0,03 0,07 0,34 -33,33% --- +/-0,00% --- -46,15% --- -38,18% --- [kg/kg] --- --- 0,63 --- --- 1 compared to 2019 (base year) 2 No targets according to location-based approach 3 Includes: Scope 1, Scope 2 + Scope 3 (indirect energy consumption) 4 Includes: Scope 1, Scope 2 + Scope 3 (all categories as per table above) --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- 52

6 Environment & Climate ▸ Greenhouse gas emissions Group -1,04% Scope 3 Scope 3 Scope 3 Scope 2 Scope 2 Scope 2 Scope 1 Scope 1 Scope 1 60.000 55.000 50.000 45.000 40.000 35.000 30.000 25.000 20.000 15.000 10.000 5.000 0 GHG Unit 2019 2022 2023 Δ in %1 20252 20302 20402 20502 Scope 1 Scope 2 Scope 3 Total3 (Energy) Total4 (Full Scope) [t] [t] [t] [t] [t] 38.063 36.000 38.276 +0,56% --- 6.537 7.722 6.616 +1,21% --- 13.854 13.655 12.956 -6,48% --- 58.454 57.377 57.849 -1,04% --- --- --- 102.308 --- --- 0,6 0,5 0,4 0,3 0,2 0,1 0 -24,49% Scope 3 Scope 2 Scope 3 Scope 2 Scope 1 Scope 1 Scope 3 Scope 2 Scope 1 KPI: GHG intensity Scope 1 Scope 2 Scope 3 Total3 (Energy) Total4 (Full Scope) [kg/kg] 0,32 [kg/kg] 0,06 [kg/kg] 0,12 [kg/kg] 0,49 0,26 0,06 0,10 0,41 0,24 0,04 0,08 0,37 -25,00% --- -33,33% --- -33,33% --- -24,49% --- [kg/kg] --- --- 0,65 --- --- 1 compared to 2019 (base year) 2 No targets according to location-based approach 3 Includes: Scope 1, Scope 2 + Scope 3 (indirect energy consumption) 4 Includes: Scope 1, Scope 2 + Scope 3 (all categories as per table above) --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- --- 54

6 Environment & Climate ▸ Environmental and climate protection in the supply chain 6.6 Environmental and climate protection in the supply chain To fully unleash our potential in the strategic domain of „Ecological Sustainability,“ SALESIANER focuses on implementing green practices within its supply chain. Because environmental and climate protection within suppliers and throughout the supply chain are crucial to SALESIANER for various reasons: ▸ Influence on environmental impact The supply chain can have a significant influence on the environmental impact of our company. For example, the production of textiles, detergents and packaging can ge- nerate high emissions. By managing the supply chain appropriately, SALESIANER can reduce the environmental impact of the entire value chain. ▸ Legal requirements SALESIANER is legally obliged to comply with environmental standards. By monitoring the supply chain, we can ensure that our suppliers and prelimi- nary products also comply with the applicable environmental standards. With this in mind, we have also drawn up a CSR (Corporate Social Re- sponsibility) guideline to which we are gradually committing our sup- pliers. ▸ Economic reasons An environmentally friendly supply chain also offers economic benefits for SALESIANER. For example, we can save costs through the efficient use of raw materials and supplies. ▸ Image and reputation The supply chain can have a significant influence on the environmental impact of our company En- vironmental protection also has an impact on SALESIANER‘s image and reputation. By using environmentally friendly raw materials and primary products and by promoting envi- ronmental standards among suppliers, we can improve our own environmental pro- file and strengthen our credibility in this area. 56

6 Environment & Climate ▸ Environmental and climate protection in the supply chain With this in mind, SALESIANER has a four-stage supplier sustainability management system: ▸ Commitment ▸ Monitoring Through our Supplier Code of Conduct, we commit suppliers to fundamental, general- ly recognised principles that are important to us, including environmental and climate pro- tection (see: salesianer.at/compliance.html). With the help of an external system, our sup- pliers are also successively subjected to ongo- ing monitoring of their sustainability perfor- mance. ▸ Self-disclosure Our key suppliers (≥ € 100.000 per year) must also demonstrate their commitment in this regard as part of a comprehensive self-disc- losure. ▸ Measures We take preventive, supportive and reactive measures and carry out audits as required or when necessary. Performance, goals, and next steps As we have a centralised purchasing department, the following figures apply to the entire SALESIANER Group. Supply chain Group Unit 2022 2023 Δ in % 2025 2030 2040 KPI Recognition of CSR/ supplier code1 Share of environmental certification2 Share of quality seal3 [Quantity /Total in %] 11,01% 30,30 % +175,20% 100% [Quantity /Total in %] --- 21,15% --- 85% 100% [Quantity /Total in %] ---4 70,81% --- 40% 100% 1 In relation to our key suppliers with an annual turn- over ≥ € 100,000 2 E.g. ISO 14001 or EMAS 3 E.g. OEKO-TEX 100, GOTS, OCS, Green Button or EU Ecolabel 4 The share could not be determined in 2022 due to a system changeover We will enter into an intensive dialogue with our key sup- pliers to identify how we can increase environmental certi- fications in our supply chain and to find out which hurdles prevent us from doing so. 58

7 7People & Employment, Equal opportunities, Diversity & Inclusion 7.1 ▸ Social issues 7.2 Health & Safety 7.3 Education & training 7.4 Social responsibility in the supply chain With over 65 nations, we live diversity every day. 60

7 People & Social issues ▸ Employment, Equal opportunities, Diversity & Inclusion We take measures to prevent discrimination and promote a culture of equality and mu- tual respect. These are im- portant goals for us and we are proud that we actively promote these values. Du- ring the reporting period, no cases of discrimination were reported or are known to us. There are also no signs or in- dications that child, forced or compulsory labour is used in our operations. Employees and staff (2023) Austria Austria CEE/SEE CEE/SEE Group Headcount FTE 2.148 2.068 Collective agreement/minimum wage regulations 100% 1.262 1.253 100% 3.410 3.321 100% Employees and staff (2023) (reporting date: 31 December 2023) Austria Austria CEE/SEE CEE/SEE Group Men below 30 30-50 above 50 Women below 30 30-50 above 50 Women‘s quota In management positions Men Women Part-time Men Women On part-time parental leave Men Women Staff turnover1 Men Women Employees with disabilities Nations represented 832 114 420 298 1316 179 645 492 477 98 269 110 785 97 400 288 1.309 212 689 408 2.101 276 1.045 780 61,27% 60,81% 61,61% 96 65 31 346 74 272 31 1 30 70,67% 28,91% 41,76% 27 50 112 46 66 25 3 22 21 0 21 33,38% 14,79% 18,59% 19 26 208 111 97 371 77 294 52 1 51 56,68% 23,62% 33,06% 46 ---2 1 Staff turnover: includes probationary periods, fixed-term contracts and retirements 2 No total due to possible double counting Note: This list does not include various persons, as no one at SALESIANER identified themselves as such a person or expressed the wish to be referred to or addressed as such during the reporting period. 62 Employment, Equal opportunities, Diversity & Inclusion

7 People & Social issues ▸ Employment, Equal opportunities, Diversity & Inclusion Performance, goals, and next steps At SALESIANER, perfor- mance counts - regardless of gender or origin. With this in mind, SALESIANER does not have a defined quota or tar- get for women. Nevertheless, we are pleased that we were able to increase the proporti- on of women in management positions by 16,53% compa- red to the previous year. Inclusion Group Unit 2022 2023 Δ in % 2025 2030 2040 KPI Austria Employees with disabilities1 CEE/SEE Employees with disabilities1 Group Employees with disabilities1 [Headcount/ Total in %] [Headcount/ Total in %] [Headcount/ Total in %] 1,57% 1,26% -19,75% >2,00% >4,00% --- 1,47% --- >2,00% >4,00% --- 1,34% --- >2,00% >4,00% 1 Note: SALESIANER works extensively with various organisations and integrative companies such as pro mente and the sheltered workshops. This co- operation is not taken into account in these statistics. Wings for Live Our running enthusiasts took part in the Wings for Life World Run in Vienna and virtually. More than 150 kilometres raised over 500 euros in donations. We enjoyed the good weather and the feeling of doing good. 64

7 People & Social issues ▸ Health & Safety 7.2.1.2 Occupational safety mon cause of accidents and were responsible for around 24% of the total number of days lost. Against this back- drop, we continued to work hard in the 2023 reporting ye- ar to specifically eliminate the causes associated with these accidents. This included, for example, optimising storage space, particularly in the re- ceiving and expedit. In 2023, we also invested in personal protective equip- ment (protective clothing, re- spiratory protection, hearing protection, safety shoes) to increase occupational safety. We also intensified safety in- spections and active commu- nication in native languages, including through the use of digital options such as tab- lets. Our management system covers all employees. Our aim is to reduce the number of days lost and to keep our employees healthy throug- hout their working lives and beyond. To this end, there are specialised safety experts and safety representatives in the companies as compe- tent contact persons. In ad- dition, hazards are continu- ously identified and assessed as part of safety inspections, among other things. Actu- al or near-accidents are fully recorded and analysed. Ma- nagement is informed at re- gular Central Safety Com- mittee meetings (Z-ASA) and on an ad hoc basis. In this way, we want to ensure that the topic of health and safe- ty not only fulfils legal requi- rements, but also the stan- dards we have set ourselves. involving rolling Accidents containers or laundry trolleys accounted for the vast ma- jority of accidents at work in 2023 (31,6%). Compared to 2022 (37,4%), this cause of accident fell by 15,51%. The measures taken were the- refore effective. In additi- on, the number of days lost due to accidents at work with container/laundry trol- leys was comparatively low at around 14%. At 16%, falls were the second most com- 66

7 People & Social issues ▸ Health & Safety CEE/SEE Unit 2022 2023 Δ in % 2025 2030 2040 KPI Occupational accidents per employee [Acc./empl.] 0,035 0,022 -37,14% 0,035 0,026 0,013 Total Recordable Injury Rate (TRIR) [Quota]1 Lost Time Injury Rate (LTIR) [Quota]2 23,2 13,6 14,8 10,6 -36,21% 19 -22,06% 16 14 12 7 6 1 TRIR = Number of all accidents at work / 1 million working hours 2 LTIR = Number of accidents at work with lost time ≥ 1 day / 1 million working hours Group Unit 2022 2023 Δ in % 2025 2030 2040 KPI Occupational accidents per employee [Acc./empl.] 0,067 0,067 +/-0,00% 0,035 0,026 0,013 Total Recordable Injury Rate (TRIR) [Quota]1 Lost Time Injury Rate (LTIR) [Quota]2 39,07 25,48 39,89 23,29 +2,10% 19 -8,60% 16 14 12 7 6 1 TRIR = Number of all accidents at work / 1 million working hours 2 LTIR = Number of accidents at work with lost time ≥ 1 day / 1 million working hours 7.2.2 Customer safety SALESIANER attaches great importance to the health and safety of its customers. We have taken numerous mea- sures to achieve this goal. On the one hand, our hygie- ne and medical products ha- ve certifications that confirm their effectiveness and sa- fety. Secondly, we carry out regular risk analyses and as- sessments in order to identify potential sources of danger and take appropriate precau- tions. To date, no risks have been identified, provided our products are used as inten- ded. Extensive product infor- mation and training ensure that this is the case. Our re- gular, division-specific custo- mer surveys are also part of our management concept for maximising customer safety and health. This is emphasi- sed by the fact that there ha- Performance, goals, and next steps ve been no violations in con- nection with the effects of our products and services on the health and safety of our customers or that any such violations have been brought to our attention. In order to maintain our high standards, we will continue to optimise our hygiene and cleaning protocols, intensify cooperation with our customers and other stakeholders and train our emp- loyees. Complaints Group1 Unit 2022 2023 Δ in % 2025 2030 2040 KPI Significant and confirmed health and safety concerns reported Complaints [Quantity] 0 0 +/-0,00% 0 [Number of pieces delivered / claimed pieces in %] 0,24% 0,24% +/-0,00% < 0,30% 1 Complaints are not recorded separately for Austria and CEE/SEE across the Group. 68

7 People & Social issues ▸ Education & training We are particularly proud of the fact that all our employees - whether top management or support staff - are given extensive practical insights into the business and opera- tional processes as part of the onboarding programme, in which they not only spend several days visiting company sites, but also actively partici- pate in and help with the va- rious processes. In this way, SALESIANER ensures an un- derstanding of its business right from the start. Above all, this creates an important ba- sis for early networking within the company, a strong sense of togetherness and respect and recognition for the gre- at work that our employees do every day, especially in the laundries. Performance, goals, and next steps In future, we will focus even more strongly on developing our own strengths. For this reason, a high-potential development programme will be introduced in the company for the first time in 2024 to give talented and ambitious colleagues the systematic opportunity to develop specifi- cally in their respective target area. Training and further education Austria KPI Unit 2022 2023 Δ in % 20252 20302 20402 Internal training hours [h] ---1 [h/empl.] ---1 1.079 0,80 ---1 ---1 Internal training hours per employee Training expenditure per employee [€] ---1 104,43 ---1 --- --- --- --- --- --- --- --- --- 1 Newly recorded KPIs since 2023, therefore no comparison with previous year 2 No target setting CEE/SEE KPI Unit 2022 2023 Δ in % 20252 20302 20402 Internal training hours [h] ---1 [h/empl.] ---1 634 1,36 ---1 ---1 Internal training hours per employee Training expenditure per employee [€] ---1 108,08 ---1 --- --- --- --- --- --- --- --- --- 1 Newly recorded KPIs since 2023, therefore no comparison with previous year 2 No target setting Gruppe KPI Unit 2022 2023 Δ in % 20252 20302 20402 Internal training hours [h] ---1 [h/empl.] ---1 1.713 0,50 ---1 ---1 Internal training hours per employee Training expenditure per employee [€] ---1 105,78 ---1 --- --- --- --- --- --- --- --- --- 1 Newly recorded KPIs since 2023, therefore no comparison with previous year 2 No target setting 70

8 8Integrity & Compliance ▸ We always act in accordance with applicable laws and regulations. 72

8 Integrity & Compliance ▸ Ethics In order to further strengthen our Compliance Manage- ment System (CMS), we ha- ve established additional in- ternal rules of conduct and implemented a Code of Et- hics and Conduct1 that covers the material topics identified for SALESIANER as part of the materiality analysis. The whistleblower system also re- mains an integral part of our CMS and our compliance cul- ture and complies with the „Whistleblower Directive“ Di- rective (EU) 2019/1937. In the area of data protec- tion, we comply with the Eu- ropean General Data Pro- tection Regulation (GDPR) without exception and have implemented a correspon- ding management system with organisational and tech- nical measures. In order to guarantee the associated IT security, we are certified in accordance with ISO 27001 and continuously sensitise our employees. Our code of conduct and ethics forms the backbone of our corporate culture. It defines our values such as integrity, respect and fairness. We are committed to ethical behaviour, legal compliance and responsi- bility towards employees, customers and society. Our decisions are transparent and sustainable. ted and tests carried out as part of Group-wide financial audits, in which the accuracy of accounting and financial reporting is checked. To date, no significant risks or actu- al cases of corruption have been identified in the course of these audits. There have also been no party donations. SALESIANER and In the area of taxes and du- ties, its management have develo- ped a tax governance strate- gy that ensures that all of the company‘s tax obligations are met and that the company adheres to the highest stan- dards of tax transparency and integrity. The importance and seriousness of this objec- tive is emphasised by the fact that Franz Schweiger, a pro- ven tax law expert, is a mem- ber of the Supervisory Board and therefore SALESIANER‘s highest supervisory body. In order to prevent corrupti- on, bribery and anti-competi- tive behaviour, SALESIANER introduced an anti-corruption policy some time ago and has now updated it with the Code of Ethics and Conduct, which clearly defines which activi- ties are considered corrupti- on and bribery and how em- ployees should behave in such situations. This compliance guideline is part of the emp- loyment contracts, is handed out with them and must be confirmed with a signature. There is also an internal con- trol system (ICS) guideline that is communicated and implemented throughout the Group and sets out and defi- nes clear responsibilities, for example by means of a RACI matrix (Responsible, Accoun- table, Consulted, Informed). Although there are no specifi- cally designed corruption risk analyses, corresponding cor- ruption risks are also evalua- 1 https://www. SALESIANER.com/compliance 74

9 9Summary & Outlook ▸ Sustainability is more than just a trend. 76

10 10Appendix ▸ 8.1 Performance Indicators 8.2 GRI Index Top PERFORMANCE is what we stand for. 78

10 Appendix ▸ GRI Index 10.2 GRI Index Mention Publication Page Explanation GRI 2 General information 2021 2-1 2-2 2-3 2-4 2-5 2-6 2-7 2-8 2-9 2-10 2-11 2-12 2-13 2-14 2-15 2-16 2-17 2-18 2-19 Organizational profile Entities included in the organization's sustainability reporting Reporting period, frequency, and contact point Compilation or restatement of information External audit Activities, value chain, and other business relationships Employees Non-employee workers Leadership structure and composition Nomination and selection of the highest governing body Chairmanship of the highest governing body Role of the highest governing body in overseeing impact management Delegation of responsibility for impact management Role of the highest governing body in sustainability reporting Conflicts of interest Reporting of critical concerns Accumulated knowledge of the highest governing body Assessment of the highest governing body's performance Remuneration policy 2-20 Procedures for determining remuneration 2-21 2-22 2-23 2-24 2-25 2-26 2-27 2-28 2-29 2-30 Ratio of annual total compensation Application statement for sustainable development strategy Commitment statement to principles and actions Inclusion of commitment statements to principles and actions Procedures for eliminating negative impacts Procedures for seeking advice and reporting concerns Compliance with laws and regulations Membership in associations and interest groups Approach to stakeholder engagement Collective bargaining agreements Report not au- dited by exter- nal body 12-19 15 8-11 7 9 16-17 14 14 18-19 18-19 18-19 18-19 18-19 18-19 18-19 18-19 18-19 18-19 not included not included not included confidential confidential confidential 10-11 10-11 10-11 18-19 18-19 72 12-17 21 14 80

10 Appendix ▸ GRI Index Mention Publication Page Explanation GRI 205 Anti-corruption 2016 205-1 Operating sites assessed for corruption risks 205-2 Communication and training on anti-corruption policies and procedures 205-3 Confirmed cases of corruption and actions taken 72-75 72-75 72-75 Mention Publication Page Explanation GRI 206 Anti-competitive behaviour 2016 206-1 Legal proceedings due to anti-competitive behaviour, cartel and monopoly formation 72-75 Mention Publication GRI 207 Taxes 2019 207-1 207-2 207-3 Tax concept Tax governance, control, and risk management Involvement of stakeholders and management in tax matters 207-4 Country-by-country reporting Mention Publication GRI 301 Materials 2016 301-1 Materials used by weight and volume 301-2 Recycled materials used Page Explanation 72-75 72-75 72-75 not significant not included confidential Page Explanation 32-35 not included Data not available; process under development 301-3 Recycled products and their packaging materials 34-39 Mention Publication GRI 302 Energy 2016 Page Explanation 302-1 302-2 302-3 302-4 302-5 Energy consumption within the organization Energy consumption outside the organization Energy intensity Reduction of energy consumption Reduction of energy demand for products and services 43-45 43-45 43-45 43-45 43-45 82

10 Appendix ▸ GRI Index Mention Publication GRI 306 Waste 2020 306-1 306-2 306-3 Generated waste and significant waste-related impacts Management of significant waste-related impacts Generated waste 306-4 Waste diverted from disposal 306-5 Waste sent for disposal Page Explanation 36-39 36-39 36-39 not included not included Data not available; process under development Data not available; process under development Mention Publication Page Explanation GRI 308 Environmental assessment of suppliers 2016 308-1 308-2 New suppliers that have been screened using environmental criteria Negative environmental impacts in the supply chain and measures taken 56-59 56-59 Mention Publication GRI 401 Employment 2016 Page Explanation 401-1 Newly hired employees and employee turnover 62 401-2 Company benefits offered exclusively to full-time employees, not temporary or part-time employees not included There is no distinction 401-3 Parental leave 62 Mention Publication Page Explanation GRI 402 Employer-employee relationship 2016 402-1 Minimum notification period for operational changes not included not significant 84

10 Appendix ▸ GRI Index Mention Publication Page Explanation GRI 407 Freedom of association and collective bargaining 2016 407-1 Operations and suppliers in which the right to exercise freedom of association and collective bargaining may be at risk not included not significant Mention Publication GRI 408 Child labour 2016 Page Explanation 408-1 Operations and suppliers at significant risk for incidents of child labour 71 Mention Publication Page Explanation GRI 409 Forced and compulsory labour 2016 409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labour 71 Mention Publication Page Explanation GRI 410 Safety practices 2016 410-1 Security personnel trained in human rights policies and procedures not included not significant Mention Publication Page Explanation GRI 411 Rights of indigenous peoples 2016 411-1 Incidents in which the rights of indigenous peoples were violated not included not significant Mention Publication Page Explanation GRI 413 Local communities 2016 413-1 413-2 Operating sites with involvement in local communities, impact assessments and support programmes Operations with significant or potential negative impacts on local communities not included not included not significant not significant 86

UW 1194 SALESIANER MIETTEX GmbH Vienna (Head office) Rautenweg 53, 1220 Vienna 0800 20 24 30 office@ salesianer.at Your contact: Mathias Nell Head of Sustainability +43 664 88 82 81 44 m.nell@ salesianer.com