S1 Own workforce

Impacts, risks and opportunities related to own workforce

(S1 ESRS 2 SBM-3)

Vetropack has identified material impacts, risks and opportunities (IROs) related to its own workforce through a double materiality assessment, involving external stakeholders and internal experts, including the HR department. Experiences from daily interactions and collaborations across all sites influenced the outcome. The most relevant sustainability matters (health and safety, training and skills development, and diversity) are closely connected to our strategy and business model, which both depend on qualified, engaged employees to produce glass containers that fulfil customers’ requirements, meet quality standards and satisfy market demand.

Health and safety is a particular focus, as workers in glass manufacturing are exposed to moving machinery, high temperatures, noise, emissions, and chemicals. These conditions can negatively impact physical and mental health, leading to absenteeism and – in severe cases – reputational, legal, and financial risks for our company. On the other hand, a strong safety culture supports well-being, increases productivity, and helps to retain and attract employees, thus contributing to business success.

Training and skills development is another material sustainability matter. Providing development opportunities boosts employee satisfaction and confidence, positioning Vetropack as an Employer of Choice. Effective training fosters high-quality work, promotes innovation, and strengthens relationships with our customers. Insufficient training would result in reduced efficiency, limited innovation, and poor product quality.

Diversity and equal opportunities foster inclusion, trust, and morale, reducing the risk of harassment and discrimination. A diverse workforce gives us access to a broader talent pool and drives innovation, enhancing competitiveness and business success. Failing to promote diversity can lead to resignations and loss of talent, impacting product quality and financial performance.

The sustainability impacts listed above apply to our entire workforce, but those related to health and safety are especially relevant for our employees who work in manufacturing.

Vetropack operates in compliance with high industry standards and European labour laws, so risks such as child or forced labour are kept low. The countries in which we operate have ratified and enforce the ILO Minimum Age Convention. Our HR teams are required to comply with all applicable laws, which include adherence to this convention.

The quality of our glass containers depends on our skilled, trained, and diverse workforce. We adapt our strategy and actions on the basis of the identified impacts, risks, and opportunities, thus ensuring transparent, safe, and supportive working conditions for all employees. The characterisation of all IROs related to our own workforce is presented in the Double materiality assessment.

Our own workforce is positively affected by our transition plan (E1 Climate change): modernising, repairing and electrifying our furnaces can lead to safer working conditions thanks to reduced air emissions. By developing innovative lightweight glass containers – another element of Vetropack’s transition plan – we create opportunities for upskilling our workforce.

Policies related to own workforce

(S1-1), (ESRS 2 MDR-P)

Vetropack’s approach to upholding human rights is anchored in our Business Ethics Policy and our Code of Conduct. The Business Ethics Policy is based on our Code of Conduct and our values – ensuring accountability, navigating safely together, guaranteeing leadership in quality, anticipating change, generating trust and confidence, and exercising environmental responsibility, thereby fostering integrity.

We do not currently have a standalone human rights policy because our approach to human rights is embedded in the Code of Conduct and the Business Ethics Policy. Our human rights commitments apply to all employees across all entities and locations. Our approach addresses discrimination, forced labour and unsafe working conditions, and these policies promote fair treatment, inclusion and employee well-being.

Our Code of Conduct and Business Ethics Policy define the framework for respectful collaboration and compliance with labour laws. They affirm Vetropack’s commitment to the Universal Declaration of Human Rights, the International Labour Organization’s Core Conventions, and the UN Guiding Principles on Business and Human Rights. By adhering to these frameworks, we acknowledge our responsibility for upholding human rights, ensuring fair treatment, protecting freedom of association and collective bargaining, and fostering a work environment free from harassment. Forced and child labour are strictly prohibited in our own workforce and value chain (Due Diligence and transparency).

Our human rights approach is also embedded in internal Human Resources policies and leadership practices, making it an integral element of our Employer of Choice strategy. Our employees have access to Vetropack’s human rights commitment via our internal document system. Employees without access to a computer sign all our compliance documents and policies upon joining the company. Our Human Resources and Legal and Compliance departments conduct onboarding sessions, training courses, awareness-raising initiatives, internal audits and compliance reviews. Accountability for implementing Vetropack’s human rights approach across the company’s own workforce lies with the Chief Human Resources Officer (CHRO). The Group Legal and Compliance Director takes responsibility for the governance and content of the Code of Conduct and Business Ethics Policy, ensuring their alignment with legal requirements and international standards. External stakeholders were not involved in creating the policies. The principles that ensure respect for human rights are integrated in our internal human resources and leadership practices. Vetropack’s People and Culture strategy operationalises these principles through leadership development, employee engagement, and inclusive hiring practices: Our hiring process involves not only line managers but also Group functions and matrix managers. This ensures that the best candidate is selected by taking all perspectives into consideration. Personal characteristics such as gender, religion, origin or similar factors are not considered. Selection is based exclusively on qualifications, experience and skills.

Training measures and internal audits support the implementation of the Code of Conduct and the Business Ethics Policy. Engagement with employees on human rights is ensured through regular communication and by raising awareness of the alignment between actions and company policies.

In line with our Business Ethics Policy, employees are required to report any known or suspected violations of the Code of Conduct, the Business Ethics Policy, or applicable laws and regulations – including human rights violations – to their line managers, Human Resources, or the Legal and Compliance Department. Reports submitted in good faith will not result in negative consequences. All cases are investigated confidentially to protect employees’ personal rights. An additional reporting channel, the anonymous SpeakUp system, is also available. All reports are handled confidentially and without retaliation. Confirmed violations lead to corrective actions, including remediation and disciplinary measures.

Vetropack’s policies and processes relating to human rights are aligned with the UN Guiding Principles on Business and Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work, and the OECD Guidelines for Multinational Enterprises, so as to ensure accountability, fair treatment, non-discrimination, and protection of employee rights. While ‘trafficking in human beings’ is not explicitly mentioned, the prohibition of forced and child labour addresses the core risks associated with this issue. Our People and Culture strategy puts these principles into practice through leadership development, inclusive hiring practices, and active employee engagement.

Health and safety

(S1-1), (ESRS 2 MDR-P)

In our industry, a strong safety culture and a robust accident prevention policy are essential. Our Code of Conduct enshrines the principle of ensuring safe working conditions. Our Health, Safety and Environmental Policy specifies our objectives, and defines measures to manage our responsibilities for the health and safety of our own workforce. The policy’s goal is to ensure safety in the workplace and to protect employees from influences that might adversely affect their health. As stated in this policy, we accord high priority to health, safety and the protection of people in relation to products and processes. As well as observing all legal provisions, we endeavour to maintain and continue improving our health and safety standards. Every level of the Vetropack Group contributes to improving occupational health and safety. In addition to our policy commitment, the majority of our plants have their health and safety management systems certified to ISO 45001

Responsibility for enforcing safety standards is shared across various levels of leadership, ensuring that the standards are implemented on a daily basis. The Director Corporate Development and Integrated Management Systems (IMS) has formal accountability for our Health, Safety and Environmental policy. He oversees the Group-wide standards and is responsible for coordination. Vetropack’s General Managers are responsible for health and safety at their respective plants. The local health and safety managers ensure implementation and oversee the related processes, such as those defined by ISO 45001. Regular exchange in the safety peer group fosters knowledge sharing and supports consistent implementation across different sites. Cross-site learning, internal audits and safety concepts are implemented by the health and safety teams. Awareness initiatives such as ‘Safety Minutes’ ensure that all employees understand the policy.

The health and safety aspects covered by the Health, Safety and Environmental Policy apply to our entire workforce. The policy also promotes awareness of health and safety among suppliers and customers. It is based on the principles of the ISO 45001 standard for occupational health and safety management systems. The policy was developed jointly by the Director Corporate Development and Integrated Management Systems and the Group Sustainability Manager, and was approved by the CEO. In setting the policy, we took into account the interests of key stakeholders, such as employees (with regard to health and safety), customers, and authorities. The policy is not publicly available. Employees can access it via our internal document management system or through their manager if they do not have access to a computer. It is also distributed in writing to employees with health and safety responsibilities, and is translated into local languages to ensure full understanding across all sites. Furthermore, the policy is integrated into onboarding processes.

Diversity

(S1-1), (ESRS 2 MDR-P)

Our policies and practices to eliminate discrimination and promote diversity, equal opportunities and inclusion are embedded in our Code of Conduct, our Business Ethics Policy and our Employer of Choice strategy. The Code of Conduct is aligned with the Universal Declaration of Human Rights and the ILO Core Conventions. The Code of Conduct and Business Ethics Policy are issued to new recruits during the onboarding process, and they are always available to all employees via internal platforms. Our Group induction programme introduces new employees to our diversity, equity, inclusion and belonging (DEIB) priorities.

All Vetropack companies are committed to evaluating, hiring and promoting employees based solely on their qualifications and suitability for the respective position, regardless of race, gender, age, or religion. Vetropack also fosters a work environment free from harassment, and we prohibit discrimination and unfair treatment in all our employment practices.

We implement our inclusion and anti-discrimination practices through structured HR governance and leadership development. Our approach to diversity is embedded in recruitment and promotion processes. These principles are put into practice through mandatory training on ethics and inclusion, awareness initiatives – such as those led by our Agility Scouts – and leadership programmes such as Vetrocademy. Employees involved in hiring and recruitment receive dedicated training materials to support consistent implementation of the principles. Internal communication campaigns reinforce our values around diversity, equity, inclusion and belonging across the organisation.

To monitor the implementation of our diversity approach, we make use of internal audits conducted by a neutral person, onboarding processes, leadership overviews, and diversity, equity and inclusion metrics. Our diversity principles are applied consistently across all Vetropack entities, with local adaptations as needed. Although Vetropack does not currently have a standalone policy that specifically addresses people from groups at particular risk of vulnerability, our People and Culture strategy, Employer Value Proposition and Code of Conduct include commitments to non-discrimination, inclusive hiring, and fair treatment across our entire workforce. We devote particular attention to our workers in production and people with disabilities. These commitments are operationalised by inclusive recruitment practices and targeted retention strategies. The current focus is on our own workforce; diversity commitments do not extend to upstream or downstream value chain partners.

Our Chief HR Officer (CHRO) is the most senior executive responsible for implementing our diversity-related policies. This remit includes overseeing our strategic direction and our alignment with legal frameworks. The CHRO also supports the Nomination and Compensation Committee in matters of diversity governance.

Vetropack’s overall HR strategy is defined by the Board of Directors and the Management Board. Internal stakeholders have been involved in shaping our diversity-related commitments through the Employer of Choice Strategy, the double materiality assessment, and various governance processes. These include HR leadership and site-level HR teams, which contribute to inclusive hiring and recruitment practices. In addition, our diversity practices are influenced by the results from employee surveys and engagement mechanisms.

Given our integrated approach of embedding our diversity approach in other existing frameworks, we do not currently envisage creating a standalone diversity policy. Nevertheless, we are monitoring regulatory developments and stakeholder expectations to reassess this position should a change be needed.

Training and skills development

(S1-1), (ESRS 2 MDR-P)

Our approach to training and skills development aims to build a future-ready workforce by addressing skills gaps and turnover risks. It also fosters employee engagement and strengthens individual confidence. This approach is implemented by our Development Strategy as an element of the Employer of Choice framework. Additional mechanisms for implementing our approach to training and skills development include our Talent and Organisation Review (TOR) process, coaching and mentoring programmes, and training needs analyses. Progress is tracked through our internal Learning Management System, with HR leadership providing oversight.

Our training and skills development policy applies to our employees in production and offices, across all Vetropack entities and locations. It covers onboarding and leadership development, with local HR teams adapting the policy to site-specific needs. The approach focuses exclusively on our own workforce. The Chief HR Officer (CHRO) is the most senior executive accountable for our training and skills development approach. This remit includes strategic oversight of the Development Strategy and Group wide-learning governance, with support from the Talent Manager and the Group Learning and Development Manager. Our Group Learning and Development team defines our training and skills policy, and local HR teams handle implementation.

Our approach to training and skills development is informed by several widely recognised third-party frameworks such as the Kirkpatrick model for evaluating training effectiveness and the 70/20/10 model, which guides the design of learning experiences by balancing on-the-job development with social learning (such as coaching or mentoring), and formal training. We use our internal skills matrix to assess competency gaps, define training plans, and support ISO 9001 audit requirements. These frameworks are not explicitly named in policy documents but are embedded in the Employer of Choice strategy, the Development Strategy, and the Talent and Organisation Reviews.

The HR leadership and site-level HR teams contributed to the design and rollout of the Development Strategy and Vetrocademy, our development platform. As part of the Employer of Choice strategy and its learning components, our Management Board and Board of Directors reviewed our approach to training and skills development, which was also shaped by feedback from our employees gathered from internal surveys and engagement sessions.

Vetropack’s workforce can access our training and skills development policy via our internal document system or our intranet. Documents are available in several languages. The intranet enables our workforce to access internal learning resources and development tools. We also operate a Learning Management System that hosts training content and tracks participation in training. In addition, we use Group induction programmes, internal communications and leadership briefings to make our learning and skills approach available to our employees.

We follow an integrated approach to training and skills development. Rather than having a standalone policy, these topics form part of our Employer of Choice strategy and other internal frameworks, as described above. Nevertheless, we continue to monitor stakeholder expectations and regulatory developments, and will reassess our position should a change be needed.

Engaging with our workforce

(S1-2)

Group-wide employee surveys are carried out every three years to assess workforce satisfaction and engagement. These surveys are conducted by Great Place To Work, the independent survey institute, and they include both standardised and Vetropack-specific questions. The surveys are anonymous and digital, and are translated into local languages. The results are analysed at Group as well as local levels, providing input for leadership development and local projects. The results deliver insights into our strengths and weaknesses as an employer, and they inform leadership development as well as strategic and cultural initiatives aimed at improving Vetropack’s corporate culture. Our most recent survey identified feedback culture and psychological safety as focus topics.

We also offer what are known as ‘Strategy talks’ with the CEO. In these Group-wide sessions, the CEO updates employees on strategic priorities. By providing a platform for employees to address questions directly to the CEO, these talks foster transparency and dialogue. In addition, our Chief HR Officer offers ‘HR talks’, during which employees have the opportunity to raise people-related concerns, such as performance, engagement, diversity or organisational culture. Internal communication channels and digital platforms such as the Engage platform, our employee app, and Vetronet (our intranet) support transparent communication and provide feedback loops across all sites and all languages spoken at Vetropack.

We use local and functional workshops, together with communication campaigns, as transparent means of prioritising employee engagement feedback and integrating it into our processes. Leadership alignment sessions are used to validate and endorse related communication plans. The tools applied in this context include the employee app, our intranet, and our employee magazine. The employee app offers an integrated translation function, enabling employees to engage in dialogue and access information in their preferred language. These tools ensure multilingual access to information and facilitate feedback. This combination of engagement approaches ensures that employees’ voices are incorporated into organisational processes.

Engagement with our own workforce occurs as a structured and ongoing mechanism across the entire employee lifecycle. We engage with our employees during onboarding, performance reviews, training, and specific transformation initiatives. Our Agility Scouts, a network of around 20 employees, represent an additional channel for employee interaction, acting as a bridge between the company and its workforce. Engagement covers the material sustainability topics of health and safety (e.g. Safety Days), training and skills development (e.g. Vetrocademy), and diversity as a focus topic in our culture and change management. We systematically evaluate feedback from these activities and use it to guide leadership development and workplace improvements. Participation rates and follow-up actions are tracked to assess effectiveness. Operational responsibility for workforce engagement at Vetropack rests with the Group HR department, led by the Chief HR Officer.

In all our operating countries in the European Union, employee representatives or work councils are consulted, in line with the local legal requirements. We engage in collective agreements that are negotiated either locally with workers’ representatives or at national level (Austria and Italy), depending on the country and legal framework. These agreements cover topics such as working conditions, compensation, benefits and job security. They provide insights into workforce perspectives and ensure that employees’ voices are considered in matters related to labour rights. Around 90 percent of our workforce is covered by collective bargaining agreements. In Moldova, Ukraine and Switzerland, employees’ voices are heard via internal communications channels and engagement surveys.

We use tools such as survey analytics to track the effectiveness of our workforce engagement, and we compare results across survey cycles. Success in implementing actions based on the survey results is tracked by HR dashboards, and discussed by the HR leadership team and Group Management.

Although we do not currently have a dedicated mechanism focusing specifically on vulnerable groups, we place particular emphasis on supporting our employees who work in production. This focus aligns with our Diversity, Equity, Inclusion and Belonging Strategy, which reflects our ambition of creating a workplace where everyone feels valued, respected, and included.

Channels to raise concerns and remediation

(S1-3)

Vetropack provides multiple channels for employees to raise concerns or express needs, with guaranteed accessibility, confidentiality, and protection from retaliation. The mechanisms are set up and operated by an external service provider so as to guarantee full anonymity. Where necessary, issues are escalated to the Board of Directors. Key mechanisms for raising concerns include:

• SpeakUp system: An anonymous, multilingual platform accessible via phone or website from all Vetropack locations. It enables employees to report concerns related to suspected legal misconduct, discrimination, harassment, inappropriate behaviour, or violations of Vetropack policies such as the Code of Conduct. Reports are handled confidentially, documented, and monitored. Section G1 Business conduct provides further insights into our whistleblowing system and the SpeakUp policy.
• Internal reporting lines: We encourage our employees to contact their line manager, local HR, the Legal and Compliance department (compliance@vetropack.com), or the CEO of the Vetropack Group in case of suspected misconduct or questions relating to policies.
• Local HR support: HR teams are responsible for addressing grievances professionally and in compliance with legal requirements.

Stakeholders are involved through direct feedback unless the concern was raised anonymously. Local HR and Compliance teams serve as accessible points of contact and address concerns in a culturally and contextually appropriate manner. We ensure the accessibility and visibility of grievance and reporting channels in the following ways:

• Onboarding: Onboarding sessions introduce new employees to the Code of Conduct, SpeakUp system, and compliance procedures.
• Training: Mandatory courses on compliance, business conduct and reporting channels. These courses are available via our internal learning platform, and they are supported by regular refresher sessions and awareness-raising initiatives.
• Internal communication: Regular updates and guidance on safe and confidential reporting, shared via internal platforms and the intranet.
• Leadership engagement: Local HR and compliance officers act as accessible contact points. In some locations, such as Croatia, roundtables and feedback sessions promote open dialogue.

To prevent negative impacts such as safety incidents, we train our employees to proactively report unsafe conditions or behaviours. Reported incidents trigger prompt initial investigations. Preventive and detection measures may include procedural reviews, targeted training, and audits. Corrective actions consist of emergency procedures and medical treatment, if required. Negative impacts on employees’ mental health are addressed through workload assessments or the redesign of the work environment, as well as by providing access to support resources. Local HR teams are trained to identify early signs of stress and initiate adjustments. Cases of discrimination or harassment can be reported confidentially via the reporting channels, and they are investigated by our HR and Legal and Compliance teams. Confirmed cases result in disciplinary actions and, where appropriate, mediation or training interventions. To assess the effectiveness of these measures and remedies, we use follow-up surveys, incident tracking, and feedback loops involving HR or health and safety managers.

Actions related to own workforce

Health and safety

(S1-4), (ESRS 2 MDR-A)

A safe and accident-free work environment is a priority for Vetropack. We foster a strong safety culture by offering regular training and awareness programmes on work-related hazards. We also conduct regular health and safety risk assessments to identify and evaluate negative impacts of operational tasks or conditions on employees’ health and safety.

We familiarise employees with occupational safety guidelines through four safety principles (‘I keep to the rules’, ‘I protect myself’, ‘I don’t enter into any risks’, ‘I look out for others’) and nine golden safety rules (See Annual report 2024). ‘I’m more important than production’ is the principle that empowers employees to discontinue their work if they perceive a safety risk. Awareness initiatives such as Safety Days at each site and specific training for production employees familiarise our workforce with our safety culture. Provision of adequate personal protective equipment and defined procedures for handling chemicals are standard practices.

Work-related incidents can occur when safety rules are violated due to carelessness or time pressure. We deliberately aim to remedy such lapses by implementing the Safety Minutes philosophy. Safety Minutes are brief training sessions that convey relevant safety information and instructions on behaviour. They encourage employees to actively identify and communicate work-related hazards and non-compliant behaviour.

In line with our Procurement policy, we also consider safety aspects when purchasing new equipment. Wherever possible, we prioritise low-emission and low-noise machinery to reduce potential negative impacts on the health and safety of our workforce. For example, our servo-driven NIS glass forming machine helps to mitigate safety risks. At our Italian site, a modern automated warehouse reduces human interaction, thereby increasing workplace safety.

Employees working in production undergo regular health check-ups to help prevent work-related illness. If employees show early signs of occupational illness or disease, Vetropack supports them and adjusts their activities where possible. If an incident occurs, it is analysed and safety alerts are communicated to other plants as a preventive measure. General Managers are involved in incident analysis, and related improvement actions are implemented Group-wide.

Due to high temperatures in the glass melting process (around 1,600°C), there is an elevated risk of fire. For this reason, some plants have their own firefighters to prevent dangerous situations and fires. They carry out regular inspections, collaborate closely with the local fire brigade, sensitise Vetropack’s workforce, and train them on dealing with hazards.

As safety concepts may vary between individual plants due to local safety legislation and differing levels of safety awareness in specific countries, we began implementing best-practice standards in the year under review. The goal is to ensure that all plants are on the same safety level, thus positively impacting the health and safety of our workforce. The project will be completed by mid-2026, and implementation is included in the planned safety budgets for each site. The project covers the following topics:

• Implementing a uniform system of access control to our plants
• Standardising job descriptions for safety managers
• Adding a paragraph on safety in job descriptions for all supervisors and managers
• Defining additional internal safety KPIs (consistent tracking from 2026 onwards)
• Standardising personal protective equipment
• Risk assessments related to workplace safety
• Implementing a Group-wide incident analysis tool
• Standardising training with a structured library of training documents

We monitor the effectiveness of health and safety measures by regular internal and external safety audits. External audits are conducted as part of the (re-)certification process for ISO 45001. Internal audits take place when safety managers from one plant examine the processes at another production site. At present, the occupational safety management systems of our plants at Pöchlarn (Austria), Kremsmünster (Austria), Kyjov, (Czech Republic), Nemšová (Slovakia) and Hum na Sutli (Croatia) are certified to ISO 45001. We plan to have the remaining sites certified by 2026 (except for our Ukrainian site).

When defining appropriate actions related to health and safety, we rely on risk assessments based on the principles defined by ISO 45001. To prevent future injuries and accidents, our workforce is required to report near-misses. Health and safety managers evaluate equipment and processes to ensure proper risk management. The newly-implemented incident analysis process will provide the information required to define improvement actions, which will then be implemented across all sites as applicable.

As described under the Policies section, the Director Corporate Development and Integrated Management Systems (IMS) has formal responsibility for occupational health and safety. The Group Health and Safety Manager reports to this function. General Managers of the plants and local health and safety managers implement actions at local levels.

Diversity

(S1-4), (ESRS 2 MDR-A)

Our actions focus on creating a fair work environment, promoting inclusion through training and communication, and driving cultural change across the Group. We are building a Diversity, Equity, Inclusion and Belonging strategy that includes psychological safety assessments, inclusive leadership programmes, and pay equity reviews. To ensure transparent processes, we use a performance management module (SuccessFactors from SAP) to standardise goal-setting and performance reviews for the entire Group. A harmonised grading and compensation framework is also in place to support fairness and comparability of roles across sites. In addition, our total compensation strategy ensures equal access to pay, benefits and flexible working time models.

Other actions to promote diversity focus on training and awareness-raising. We provide mandatory training on ethics, inclusion and fair recruitment practices for our HR teams, complemented by leadership development programmes (such as Vetrocademy). We cover diversity topics in the onboarding process, deliver refresher training where necessary, and train HR teams to recognise and take action against signs of exclusion or bias. We also invest in language training to foster collaboration across our nine official languages and over 40 nationalities. Digital tools and accessibility measures make inclusion tangible in everyday work. Internal communication platforms such as Viva Engage are in place to support multilingual collaboration with the help of integrated translation functions. Structural upgrades at our sites improve accessibility for employees with physical limitations.

Several programmes aim to strengthen inclusive leadership and drive cultural transformation. These include initiatives such as the Agility Scouts programme, in which internal change agents promote empathy and diversity, as well as targeted actions such as the feedback culture programme launched in Croatia. We also conduct psychological safety surveys to monitor inclusion, while initiatives such as ‘Women in Glass’ place additional emphasis on our commitment to inclusion.

We take a proactive and structured approach to preventing discrimination and harassment, and to promoting diversity, as set out in our Code of Conduct and HR governance framework. Confirmed cases of discrimination or harassment result in disciplinary action, mediation or training interventions. As anchored in our Code of Conduct, we prohibit retaliation against individuals who raise concerns in good faith.

Actions to promote diversity are coordinated by Group HR and local HR teams, with strategic oversight by our Chief HR Officer to ensure alignment with the corporate strategy. We track the effectiveness of actions on the basis of KPIs such as pay equity, engagement survey scores and results from psychological safety assessments, or by using digital tools such as SuccessFactors and Viva Engage. DEI initiatives are integrated into the HR balanced score card. Results are reviewed by Group HR and escalated to the Board of Directors when necessary.

We hold cross-functional workshops to ensure alignment on DEI priorities, and we cascade actions across countries and functions. Benchmarking against local market standards helps to monitor progress. At management and Board level, our Nomination and Compensation Committee reviews diversity. Actions related to diversity are prioritised according to risk level (e.g. European and local regulations on gender equity in salaries), strategic relevance (e.g. stakeholder expectations), and feasibility.

As part of our Employer of Choice strategy, we allocate dedicated technical and personnel resources to manage material impacts, risks and opportunities related to diversity: for example, our Group HR Department as well as our local HR teams and site managers support inclusive practices across all sites. Technical resources include the digital platforms mentioned above such as SuccessFactors, our intranet and our employee app Viva Engage, our (online) learning infrastructure, and software to create HR dashboards. These resources are coordinated by Group HR and aligned with Vetropack’s Strategy 2030+, ensuring that diversity efforts are embedded in both operational and strategic planning.

As part of our Employer of Choice strategy, we plan to expand diversity-related initiatives in the short to medium term. In 2025–2028, actions include scaling the Agility Scouts programme from Croatia to additional sites, integrating additional DEI KPIs into HR dashboards, and enhancing inclusive leadership content in Vetrocademy.

Training and skills development

(S1-4), (ESRS 2 MDR-A)

Vetropack’s approach to training and skills development is embedded in our Employer of Choice strategy, with emphasis placed on operational readiness, leadership development, and inclusive growth. Vetropack offers several learning options and various learning channels such as classroom training, virtual training and eLearning courses. Programmes include onboarding, technical upskilling, Vetrocademy leadership courses, leadership skills development courses, and career development planning.

Our Learning Management System with Litmos ensures a structured approach to training and skills development. A key element is our eLearning platform, with over 1,500 courses available. The Learning Management System tracks training completion rates and gathers feedback. Additionally, peer learning is fostered through cross-site initiatives and communities of practice, which promote shared knowledge and reduce isolation.

To ensure that employee development is effective, Vetropack makes use of a structured training needs analysis that aligns learning content with specific roles, and avoids cognitive overload. This analysis is conducted annually; it covers all employees, and ensures that programmes are aligned with Vetropack’s strategic goals. Local HR teams and line managers monitor training intensity and make adjustments based on feedback from engagement surveys and performance reviews.

Strategic talent management is led by three Group functions: Talent Attraction and Acquisition, Talent Management, and Learning and Development. The training initiatives are coordinated by the Group Learning and Development Manager in collaboration with local HR teams. Centralised KPI dashboards provide insights into training hours, costs and participation rates, thus providing support for regular reviews by HR and local teams. In addition, we use performance reviews and individual development plans to assess the effectiveness of training and skills development initiatives.

Digital tools and learning platforms provide a key foundation for training and skills development at Vetropack. Digital learning platforms such as Litmos empower employees to manage their training flexibly so as to avoid pressure. Local HR teams and line managers actively monitor training intensity and gather feedback through engagement surveys and performance reviews, enabling them to make responsive adjustments. We utilise digital platforms such as Litmos and SuccessFactors to manage learning content, track progress, and support digital development plans. In 2025, we activated LinkedIn Learning for selected groups, expanding access to external content and opening up further development opportunities. In line with our target to increase the annual training hours per employee, we will strengthen our digital learning ecosystem, expand the use of digital tools, enable learning via a mobile app, and improve access to our internal resources.

In our largest training centre at Pöchlarn (Austria), our employees can acquire industry-specific expertise and craftsmanship in a safe environment thanks to the deployment of virtual reality technologies. Other plants offer similar training facilities on a smaller scale.

To identify the actions needed to develop training and skills, we use training KPIs and have our employees participate in rating exercises and workshops. We align HR actions with business needs in our annual workforce planning cycles. Training investments are tracked via internal budgeting and dashboards. We have also set an internal target for training investment per employee.

Targets related to own workforce

Health and safety

(S1-5), (ESRS 2 MDR-T)

By 2030, Vetropack aims to achieve a TRIR (Total Recordable Injury Rate) of 2.0. This target applies to all manufacturing sites. The calculation of TRIR follows the definition provided by FEVE, the European Container Glass Federation. TRIR represents the number of recordable incidents (Lost Time Incidents (LTIs) and Medical Treatment Incidents (MTIs)) occurring within a given period (monthly or annually). The target was established by the CEO in 2019. Progress is monitored on a monthly basis by health and safety managers.

In the reporting year, we achieved a TRIR of 2.37, representing an increase compared with 2024 when the TRIR was 1.88.

Diversity

(S1-5), (ESRS 2 MDR-T)

We aim to achieve a 30 percent representation of women among all employees with a management function by 2032. As described under Metrics, this refers to a entity-specific datapoint and covers employees leading others. We grade them internally as leaders (L1 and above).

In the reporting year, the women representation amongst our management was 25 percent.

This target, as well as the target on training and skills development, was defined by the Sustainability Steering Committee in 2025.

Training and skills development

(S1-5), (ESRS 2 MDR-T)

We aim to achieve an average of 25 training hours per employee per year by 2032. In 2025, Vetropack’s employees participated in an average of 24.3 hours of training.

As outlined above, our focus is on providing access to a broad range of digital tools and training opportunities. The target includes internal training, online training, and external training that our employees undertake with third‑party providers outside Vetropack.

Metrics related to own workforce

Characteristics of Vetropack’s own workforce

(S1-6), (S1-7), (ESRS 2 MDR-M)

Reporting principles: To collect employee data, Vetropack’s sites enter HR information into SAP SuccessFactors. If certain data is not maintaned in SuccessFactors (e.g. hours worked, performance reviews, apprentices, interns and trainees), it is entered into standardised reporting templates issued by Group HR. Once site-level data is provided, the information is consolidated in Power BI, from where data is transferred to the final reporting system. Employee data are reported as headcount, as at 31 December, and cover all sites unless stated otherwise (S1‑14, TRIR, TRISR). Specifications for individual data points are indicated with footnotes beneath the respective tables. As described under Basis for preparation, Vetropack revised the scope of its employee data, following the transition from GRI Standards to ESRS. While in previous Annual reports apprentices, interns and trainees were defined as non‑employees and therefore not included in the total HR data, as required by GRI (GRI 2‑8), the ESRS define employees as individuals who are in an employment relationship with the undertaking (Vetropack) in accordance with national law or practice, as defined in ESRS S1. Under ESRS, non‑employees include individual contractors supplying labour as well as people engaged in ‘employment activities’ (NACE Code N78), which include individuals hired by placement and temporary employment agencies. To ensure comparability and methodological consistency between the HR data for 2025 and 2024, Vetropack recalculated and restated the 2024 HR data. This resulted in a total of 3,622 employees for 2024, compared to 3,585 (+37, of whom 7 were female and 30 male) as reported in the Annual report 2024, reflecting the inclusion of trainees, apprentices and interns previously excluded. For the restatement of 2024 data, trainees, apprentices and interns employed in Switzerland (6 individuals) and Austria (31 individuals) were included. These individuals were assumed to be employed under temporary and/or part-time contracts, in line with employment practices in the respective countries.

Reporting principles: To calculate employee turnover, Vetropack uses the average number of employees as the denominator, calculated as the headcount at the start of the year plus the headcount at the end of the year, divided by two. Vetropack defines voluntary turnover (non-ESRS) as the proportion of employees who choose to leave the company on their own initiative, rather than being terminated or laid off. Reasons may include resignation, career change, family reasons or retirement. Voluntary turnover excludes dismissals and redundancies and is measured as a percentage over a 12‑month period. Voluntary turnover is a subset of total turnover.

Reporting principles: Vetropack engages non‑employees for trial periods and temporary positions, for example in HR, marketing and sales. In addition, consultants are engaged in the fields of quality and production, as well as for the operation of recycling facilities. These individuals are employed by external agencies. Vetropack did not collect these data on non‑employees for 2024.

Diversity

(S1-9, ESRS 2 MDR-M)

Training and skills development

(S1-13, ESRS 2 MDR-M)

Reporting principles: Performance review data are tracked in SuccessFactors or by local HR teams. The 2024 data are based on SuccessFactors and refer to performance reviews conducted at Group level. The following Group functions are included: Finance, Commercial, HR, Legal and Compliance, IT, Communications, Supply Chain, Engineering and Production, and IMS. Included are employees with management functions. The 2025 data also include performance review data for other employees (e.g. employees working in production). These performance review processes are managed and monitored at site level. The change in methodology led to the increase in numbers. Performance review processes are voluntary in Austria. Vetropack will align its methodology in the future. Information on training hours is currently only available as an average value. Data is calculated by dividing the total number of training hours by the total number of employees at the end of the year.

Health and safety

(S1-14, ESRS 2 MDR-M)

Reporting principles: Vetropack’s manufacturing sites record safety data in standardised templates issued by the Group Health and Safety Manager. The data are reviewed, consolidated, and transferred into the reporting system. Unless stated otherwise in a footnote, Vetropack follows the ESRS definition. Health and safety metrics cover Hum na Sutli, Boffalora, Kremsmünster, Pöchlarn, Kyjov, Nemsova, Gostomel, Chișinău.

The percentage of the workforce covered by ISO 45001 increased not as a result of the certification of an additional site, but as a result of a reduction in employee numbers at our sites in St‑Prex and Chișinău. Neither in 2024 nor in 2025 were any fatalities recorded as a result of work‑related injuries or work‑related ill health. The increase in recordable work‑related accidents can partly be explained by a higher number of non‑severe injuries in Austria and Italy; these cases are mostly related to individual behaviour. This negative trend is also reflected in an increase in the number of days lost. However, the lower rate of increase in days lost compared to the number of work‑related accidents indicates that many of the incidents were less severe. Nevertheless, Vetropack is committed to improving its safety performance in 2026 through the standardisation project initiated as described above.

Human rights

(S1-17, ESRS 2 MDR-M)

Reporting principles: Incidents of discrimination, including harassment, complaints and severe human rights incidents, as reported in the table above, are associated with breaches of national law, Vetropack’s Code of Conduct and Business Ethics Policy, as well as globally recognised frameworks such as the Universal Declaration of Human Rights and the International Labour Organisation’s Core Conventions. Potential incidents are monitored, and follow-up actions or investigations are organised by Vetropack’s Group Director Legal and Compliance. Vetropack acknowledges that there may be cases in which an employee feels discriminated against, although the circumstances do not substantiate such a perception. Therefore, neutral legal assessments are applied to each case. Where necessary, external lawyers are consulted to assess such cases and potential incidents. Severe human rights incidents would include forced labour, human trafficking or child labour. Such practices are strictly prohibited in all countries in which Vetropack operates.

Neither in 2024 nor in 2025 were any incidents or complaints related to human rights recorded.