Do : Correction Sustainability Report 2024/2025

About this update from Do & Co Aktiengesellschaft

DO & CO Aktiengesellschaft: Correction of the Sustainability Report Please be advised that a correction has been made on page 5 of the sustainability report for the 2024/2025 financial year. This correction relates to a previously reported figure. In line with the information on page 84, the value originally shown in the illustration on page 5 of "20% EU Taxonomy aligned CAPEX" has been corrected to "20% EU Taxonomy eligible CAPEX". The rest of the report remains unchanged. SUSTAINABILITY REPORT 2024/2025 DO & CO AKTIENGESELLSCHAFT OVERVIEW ENVIRONMENT Table of contents SOCIAL GOVERNANCE SUSTAINABILITY OVERVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 STATEMENT OF THE CEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 REPORT STRUCTURE AND LIMITATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 DO & CO BUSINESS MODEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 DO & CO STRATEGY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 DO & CO BOARD STRUCTURE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 SUSTAINABILITY ORIENTED MANAGEMENT APPROACH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 SUPPLY CHAIN SUSTAINABILITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 MATERIALITY ASSESSMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 DO & CO ESG GOALS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 MAPPING: MATERIAL TOPICS, GRI AND SDG . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 ENVIRONMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 CLIMATE CHANGE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 CLIMATE CHANGE MITIGATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 CLIMATE CHANGE ADAPTATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 1.4. ENERGY CONSUMPTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 POLLUTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 WASTE MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 WATER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 WATER MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 BIODIVERSITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 BIODIVERSITY AND ECOSYSTEMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 ENVIRONMENTALLY FRIENDLY SOURCING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 CIRCULAR ECONOMY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 RESOURCE UTILIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 SUSTAINABLE PACKAGING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 EU-TAXONOMY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 2 - DO & CO Sustainability Report 2024/2025 OVERVIEW ENVIRONMENT SOCIAL GOVERNANCE INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 PROCEDURE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 ENVIRONMENTAL OBJECTIVE 1: CLIMATE CHANGE MITIGATION (CCM) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76 ENVIRONMENTAL OBJECTIVE 6: PROTECTION AND RESTORATION OF BIODIVERSITY AND ECOSYSTEMS (BIO) . . . . . . . . . . . . . . . . . . . . . . . . . 78 TURNOVER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 CAPITAL EXPENDITURE, CAPEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 OPERATING EXPENDITURE, OPEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85 ACTIVITIES IN THE ENERGY SECTOR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 SOCIAL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 OWN WORKFORCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 WORKFORCE CHARACTERISTICS AND MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 LABOR PRACTICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95 WORKFORCE COMPENSATION AND SOCIAL SECURITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 OCCUPATIONAL HEALTH AND SAFETY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 DIVERSITY AND INCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104 TRAINING AND DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108 WORKERS IN THE VALUE CHAIN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113 HUMAN RIGHTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113 SOCIALLY SUSTAINABLE SOURCING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116 COMMUNITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118 HUMAN RIGHTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118 ECONOMIC IMPACT AND LOCAL PRESENCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119 END USERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121 END USER CHARACTERISTICS AND ENGAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121 FOOD SAFETY: ELIMINATION AND PREVENTION OF NEGATIVE _EFFECTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122 HEALTHY DIET: ELIMINATION AND PREVENTION OF NEGATIVE EFFECTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125 INCLUSIVE MEALS AND DIVERSITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126 GOVERNANCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129 CORPORATE CULTURE AND MANAGEMENT ACCOUNTABILITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130 GRIEVANCE MECHANISMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133 3 - DO & CO Sustainability Report 2024/2025 OVERVIEW ENVIRONMENT SOCIAL GOVERNANCE PREVENTION OF CORRUPTION AND BRIBERY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135 TAXATION AND FINANCIAL TRANSPARENCY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138 DATA SECURITY AND PROTECTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141 COMPLIANCE WITH ENVIRONMENTAL LAW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143 TABLE OF POLICIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145 TABLE OF ABBREVIATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146 GRI INDEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148 4 - DO & CO Sustainability Report 2024/2025 OVERVIEW ENVIRONMENT ‌SUSTAINABILITY OVERVIEW DO & CO SUSTAINABILITY AT A GLANCE SOCIAL GOVERNANCE eligible CAPEX 5 - DO & CO Sustainability Report 2024/2025 OVERVIEW ENVIRONMENT SOCIAL GOVERNANCE EMBEDDING SUSTAINABILITY AC ROSS DO C,0 OPERATIONS : " A SNAPSHOT OF KEY INITIATIVES SMART DESIGN, SMART IMPACT In-housp design integrates suétainabilify' consiclerations for airlines (e.g., lighter weight for fuel savings) aris events (e.g., durable, reusable for waste reductioh). RESPONSIBLE CULINARYTRENDS Development Chef teams innovate menus in response to demand for sustainable, market-relevant options, prioritizing seabonality and local sourcing. ESG MEETS INNOVATlDh Aligning IT, and ESG strategies, thy company iclentifies and stañdardizes. beat practioes,across its operations, driving operational irnprqvements, reducing its environmental impact, and improving sociat devétopment. " . BU(LD|NGONSTRONGFOUNDATlONS ZER STANDARD Globally, the company's"units implement " Environmental Management Systems and pursue third-party certifications to ensure'a credible and lrafisparent approach to its sustainability impact. 6 - DO & CO Sustainability Report 2024/2025 CUTTING OUT WASTE WHERE IT CQUNTS Strategicaky reduging waste through 1.mpmved " analysis and the removal of s1ngle-use plastics. For example, at SAP Garden in Munich, it has eliminafod over 8596 of singIe•use food serviceware by implementing Reusable alternatives. OVERVIEW ENVIRONMENT ‌STATEMENT OF THE CEO SOCIAL GOVERNANCE This year has been one of strong performance, long-term progress, and continued commitment to excellence across every area of our business. As we cross the 2 billion revenue (EUR) milestone and hit the 8.0% EBIT margin, we do so not just with pride, but with purpose - staying true to the foundational values that have defined DO & CO: quality, people, and innovation. Sustainability is not a separate initiative at DO & CO. It is central to how we think, how we operate, and right from the start. For 44 years, our unique characteristic has been high-quality ingredients, locally sourced and prepared fresh. "AT DO & CO, HOSPITALITY STARTS LONG BEFORE THE GUEST IS SERVED - it begins with an absolute passion for our customers reflected in everything we do: from design and sourcing to preparation and execution." ATTILA DOGUDAN, CEO AND FOUNDER OF DO & CO We know that a healthy planet and bringing value to local community underpins the quality and experiences we are proud to deliver. This principle continues to shape our invention, design, sourcing, innovation, and growth, always mindful of future generations. This year, this dedication has led to significant progress in our ESG strategy. We expanded the scope of our business activities under certified environmental management systems and implemented new digital tools to enhance both the quality and efficiency of our data and reporting processes. The roll-out of these systems, and corresponding trainings further increased awareness - at all levels, functions and departments of the company and embedded ESG values in daily work. 7 - DO & CO Sustainability Report 2024/2025 OVERVIEW ENVIRONMENT SOCIAL GOVERNANCE Sustainability continues to shape our processes, mindset, and goals- from reducing emissions to improving well-being and sustainable sourcing. Our supply chain remains one of our vital strategic assets - built on transparency, ethics, and valued partnerships. It is key to delivering consistent quality while advancing social and environmental responsibility. Our global engagement with local partners allows us to deliver consistent product excellence and advance social and environmental progress. None of this would be possible without our global team of around 16,000. Their talent, dedication and passion are the true force behind DO & CO's success. We continue to invest in their development and leadership, working together towards continued excellence. To our employees, partners, customers and shareholders- THANK YOU . Your trust and shared commitment have brought us to where we are today. Together, we'll continue to shape a high-quality, sustainable future - with courage, innovation, and care. 8 - DO & CO Sustainability Report 2024/2025 DO & £O HISTORY | A SUMMARY OF THE COMPANY TIMELINE 1981 - Company Founded, First Restaurant in Vienna 1983 - Party Services Begin 1987 - Airline Catering begins with Lauda Air 1995 1998 --' - - First Gourmet Kitchen outside of Austria - Malpensa Airport in Milan, Italy DO & CO shares listed on the Vienna Stock Exchange 1999 - - DO & CO Gourmet Kitchen opens at JFK, New York 2000 --# DO & CO Gourmet Kitchens continue to expand in across Germany 2002 --•g' DO & CO addresses environmental impacts in Annual Report 2002 --•g' DO & CO sets up operations in Barcelona, Spain 2003 --' DO & CO aquires K.u.K Hofzuckerbacker Ch. Demel 2004 -- DO & CO Gourmet Kitchens open in London Heathrow 2004 --4 Start of the DO & CO and EURO Football collaboration 1992 --6 First Formula 1 Race: The Hungarian Grand Prix 2012 -- 2016 --' DO & CO partially acquires the largest airline caterer in Ukraine (Kyiv Catering LLC) DO & CO fully acquires the market leader for airline catering in Poland (LOT Catering Sp. z o.o.) DO & CO becomes lead caterer for FC Bayern Munich following its acquisition of Arena One GmbH, based in Munich. DO & CO opens its first Asian location: a gourmet kitchen at Seoul's Incheon Airport, in partnership with Sharp Aviation K Inc DO & CO expands across the US, including Delta Air Lines hub kitchens 2018 --6 2019 --6 2020 -- 2021 -- C 2022 "" 2023 -- DO & CO London Heathrow becomes one of the largest gourmet kitchens in Europe, launching the partnership with IAG Turkish DO & CO opens the worlds largest business class lounges at Istanbul Airtport DO & CO's team expands to 11,000 employees Opening of DO & CO Boutique Hotel in Munich, and two restaurants FIFA World Cup in Oatar official catering partner DO & CO expands operations in new operations in New York JFK 2006 -- 4 Opening of DO & CO Haas House Hotel in Vienna 2024 --0 2006 Established Turkish DO & CO in joint venture 2024 --6 2011 - - DO & CO listed at the Istanbul Stock Exchange 2025 -- › DO & CO signs 10 year contract extention with Formula 1 DO & CO contracted for catering at the new SAP Arena Munich, expanding their sports catering portfolio to basketball and ice-hockey. DO & CO first time above 2 billion euro in revenue end of business year ‌ REPORT STRUCTURE AND LIMITATIONS [GRI 2-2, GRI 2-3] This consolidated non-financial statement of DO & CO Aktiengesellschaft (hereinafter referred to as 'DO & CO', 'the company' or 'the group') has been prepared in accordance with Section 267a and 243b of the Austrian Commercial Code (Unternehmensgesetzbuch, UGB) and with reference to the standards of the Global Reporting Initiative (GRI) 2021 for the period from April 1 st 2024 to March 31 st 2025 (in the following referred to as 'fiscal year', 'financial year', 'reporting period' or 'FY 2024/2025'). The scope of consolidation and the reporting period correspond to those of the financial statement. In the fiscal year, the group continued its intensive preparations for the upcoming disclosure requirements under the Corporate Sustainability Reporting Directive (CSRD). This report has been prepared in accordance with the Austrian Sustainability and Diversity Improvement Act (Nachhaltigkeits- und Diversitätsverbesserungsgesetz, NaDiVeG), as the CSRD has not yet been transposed into Austrian national law and is therefore not mandatory for DO & CO for this fiscal year. The content of this report is based on DO & CO's materiality assessment, which is detailed in chapter K. Materiality Assessment. For the purpose of this report, the underlying materiality analysis was reviewed and updated in line with the European Sustainability Reporting Standards (ESRS) using the Double Materiality approach, with only minor additions as outlined in the aforementioned chapter. The thematic priorities have remained unchanged; rewording and summaries have been made to improve clarity. Looking ahead, the non-financial statement required under the CSRD will be incorporated into the group management report and will no longer be published as a standalone document. Preparations for this transition will continue throughout the upcoming period. DO & CO is committed to ensuring that reporting remains comprehensive and meets the latest requirements. To reinforce relationships with stakeholders and drive continuous improvement, DO & CO will continue to further refine its sustainability reporting and related processes to enhance precision and accuracy in their disclosures. CHANGES IN THE PREPARATION AND PRESENTATION OF NON-FINANCIAL INFORMATION Compared to the previous year, several developments were made to the preparation and presentation of non-financial information, with the aim of further improving data quality and the overall reliability of sustainability reporting. The refinement of internal reporting processes marked a key advancement. As part of this effort, two specialized software tools were implemented. One tool supports general Environment, Social and Governance (ESG) reporting and serves as a foundational platform for future reporting under the CSRD. The second tool enables more accurate calculation of group-wide CO₂- emissions. These tools have significantly improved the granularity and the level of detail with which consumption and emissions data can be collected and presented. The new methodology for environmental data collection and calculation of emissions enables a more detailed and precise assessment of environmental impacts. It accommodates granular data collection. By incorporating a broader range of data sources and emission factors, the methodology improves the overall reliability of calculations. This refined approach supports a differentiated evaluation of environmental effects across various activities and processes within operations. The increased level of detail provides actionable insights, supporting the identification of targeted sustainability measures and will further support informed decision-making. To support this development, company-wide training sessions were conducted - starting at the management level and implemented through a structured top-down approach. Thus 100% of on-site management and senior leadership has been trained in ESG matters. Local employees involved in ESG reporting and broader sustainability topics received targeted training. This included both general ESG knowledge and specific reporting instructions, especially in the use of the newly introduced tools. Where prior-year figures are available, these values have been included for indicative purposes. The aim of including these references is to increase transparency and provide a clearer view of developments over time. Together, the above mentioned improvements in process and expertise have led to a more precise reporting approach. However, it should be noted that due to these methodological changes, certain data may no longer be directly comparable with previous years. Where this is the case, it has been noted separately in the respective section of this report. Lastly, the CSRD-oriented structure used in last year's NaDiVeG report has not been retained in this reporting cycle to avoid misleading readers into thinking the following presents a CSRD-report. SCOPE OF CONSOLIDATION Legal Entity Country Ownership % DO & CO AG AT DO & CO International Investments Ltd. UK 100 % DO & CO Airline Catering Ltd. UK 100 % DO & Co International Catering Ltd. UK 100 % Henry - The Art of Living Ltd. UK 100 % DO & CO Airport Hospitality UK Ltd. UK 100 % DO & CO Event & Airline Catering Ltd. UK 100 % DO & CO Airport Gastronomy Ltd. UK 100 % Lasting Impressions Food Co. Ltd. UK 90 % DO & CO Cafe UK Ltd UK 100 % DO & CO Holdings USA Inc. USA 100 % DO & CO New York Catering Inc. USA 100 % DO & CO Miami Catering Inc. USA 100 % DEMEL New York Inc. USA 100 % DO & CO Chicago Catering Inc. USA 100 % DO & CO Los Angeles Inc. USA 100 % DO & CO New Jersey Catering Inc. USA 100 % DO & CO Detroit Inc. USA 100 % DO & CO DTW Logistics Inc. USA 100 % DO & CO Boston, Inc USA 100 % DO & CO Events USA, Inc USA 100 % DO & CO Restaurant & Cafe USA Inc. USA 100 % Henry Retail Inc. USA 100 % NYC Catering Logistics Inc. USA 100 % DO & CO JFK Logistics Inc. USA 100 % DO & CO (Deutschland) Holding GmbH DE 100 % DO & CO Catering München GmbH DE 100 % DO & CO Frankfurt GmbH DE 100 % DO & CO Berlin GmbH DE 100 % DO & CO Lounge GmbH DE 100 % DO & CO Gastronomie GmbH DE 100 % Arena One Mitarbeiterrestaurants GmbH DE 100 % DO & CO München GmbH DE 100 % Legal Entity Country Ownership % DO & CO Lounge Deutschland GmbH DE 100 % FR freiraum Gastronomie GmbH DE 100 % DO & CO Düsseldorf GmbH DE 100 % DO & CO Hotel München GmbH DE 100 % DO & CO Deutschland Catering GmbH DE 100 % DO & CO Istanbul Catering ve Restaurant Hizmetleri Tic. ve San A.S. TR 100 % THY DO & CO Ikram Hizmetleri A.S. TR 50 % DO & CO Catering-Consult & Beteiligungs GmbH AT 100 % K. u. K. Hofzuckerbäcker Ch. Demel's Söhne GmbH AT 100 % DO & CO im PLATINUM Restaurantbetriebs GmbH AT 90 % Sky Gourmet - airline catering and logistics GmbH AT 100 % DO & CO Party-Service & Catering GmbH AT 100 % DO & CO Procurement GmbH AT 100 % DO & CO Pastry GmbH AT 100 % DO & CO Facility Management GmbH AT 100 % DO & CO Special Hospitality Services GmbH AT 100 % DO & CO Airline Logistics GmbH AT 100 % DO & CO Gourmet Kitchen Hot GmbH AT 100 % DO & CO Gourmet Kitchen Cold GmbH AT 100 % DO & CO - Salzburg Restaurants & Betriebs GmbH AT 100 % DO & CO Haas Haus Restaurantbetriebs GmbH AT 100 % Henry - the art of living GmbH AT 100 % AIOLI Airline Catering Austria GmbH AT 100 % DO & CO Airline Catering Austria GmbH AT 100 % B & B Betriebsrestaurants GmbH AT 100 % Demel Salzburg Cafè-Restaurant Betriebs GmbH AT 100 % DO & CO Albertina GmbH AT 100 % Legal Entity Country Ownership % DO & CO Catering & Logistics Austria GmbH AT 100 % DO & CO Event Austria GmbH AT 100 % Ibrahim Halil Dogudan Gesellschaft m.b.H., Restaurant "Kervansaray" AT 100 % DO & CO Airport Hospitality GmbH AT 100 % DO & CO Immobilien GmbH AT 100 % WASH & GO Logistics GmbH AT 100 % DO & CO Real Estate Poland SP. z o.o. PL 100 % DO & CO Poland SP. z o.o. PL 100 % DO & CO Restauracion y Evantos Holding SL ES 100 % DO & CO RESTAURACION ESPAÑA SL ES 100 % DO & CO Airline Catering Spain SL ES 100 % DO & CO Airport Services & Cleaning Spain, SL ES 100 % DO & CO Hospitality Spain, S.L. ES 100 % Sharp DO & CO Korea, LLC KR 50 % DO & CO Italy S.r.l. IT 100 % ‌DO & CO BUSINESS MODEL [GRI 2-1, GRI 2-6] DO & CO is a gourmet entertainment company that operates across three core business divisions: Airline Catering, International Event Catering, and Restaurants, Lounges & Hotels. The company's presence spans over 33 locations operating globally with units in 12 countries, covering 3 continents. Airline Catering, the largest business division, derives 79.2% of the global turnover. DO & CO provides luxury meal services to over 60 prestigious airlines, including Turkish Airlines, British Airways, Iberia, Austrian Airlines, Delta Air Lines, Emirates and Qatar Airways etc., ensuring continual standards of quality and freshness while maintaining close collaboration with their customers. The International Event Catering division showcases DO & CO's expertise at major global events, by delivering exquisite culinary experiences especially at 22 Formula 1 Grand Prix races around the globe, UEFA Champions League and European Cup matches as well as the Mutua Madrid Open Tennis Tournament. In Austria, the company (DO & CO Event Austria GmbH) now offers Ecolabel-certified events, serving as a model for sustainable practices suitable for environmentally friendly events across its operations. In the Restaurants, Lounges & Hotels division, DO & CO showcases its culinary excellence through renowned establishments such as its prestigious restaurants, the iconic Demel Café, premium airport lounges, and exclusive hotels. The DO & CO Hotel Munich for example was proudly included in the Michelin Guide 2024, accompanied by the prestigious "Michelin Key" award. Additionally, the hotel was once again honored with the "The 101 Best Hotels in Germany" award. Accomplishments such as these offer transferable insights across all business divisions, rooted in the belief that exceptional hospitality starts with an unwavering attentiveness to the needs and desires of each guest. Across its business divisions, DO & CO offers a diverse culinary experience, prioritizing fresh, locally sourced ingredients and sustainable practice. They deliver this experience to the customer by leveraging the several high-end brands under the DO & CO portfolio such as DO & CO, Demel, Onyx, Hédiard, Giacomo Milano and Henry. These brands are tailored to adapt to each distinct market segment. This strategic brand diversity enables DO & CO to maintain its status as a global leader in gourmet catering while continuing to deliver a wide range of culinary and dining experiences. Sustainability is embedded in DO & CO's business practices, with ambitious goals to mitigate its environmental footprint. DO & CO aims for net-zero greenhouse gas emissions by 2040. The focus is on procuring premium products favoring ingredients that are both locally and ethically responsibly sourced. During the creation process, efforts focus on minimizing food waste and developing circular systems - all contributing to an exceptional gourmet dining grounded in sustainable principles. The company's business model is designed for resilience through diversification, premium positioning, and a commitment to sustainability. Operating on a global platform in diverse hospitality and event divisions, reduces dependency on any single market and balances global exposure with regional expertise. Through longstanding partnerships with major international airlines and active involvement in high-profile global events, DO & CO has built a stable and recurring revenue base. Its premium restaurant and hotel operations further reinforce the strength of the DO & CO brand and its commitment to excellence. ‌DO & CO STRATEGY [GRI 2-1] At the heart of DO & CO lies a clear purpose: To set global standards in premium hospitality across its divisions - Airline Catering, Event Catering, and Restaurants, Lounges & Hotels. Since its founding in 1981, DO & CO has integrated sustainability into its business philosophy, placing a strong emphasis on fresh, locally sourced ingredients from trusted, long-term partners. In 2001, the company began openly addressing environmental challenges in its financial reporting and proactively implemented measures to reduce its ecological footprint. This awareness shapes a business culture built on strong collaborations, a people-centric workplace, and a commitment to quality with sustainable practices. DO & CO's strategic approach combines a clear view of market dynamics with a commitment to long-term value creation. Success is measured not only in financial terms, but also how the company contributes to a more sustainable future. By aligning business ambitions with broader environmental and social goals, DO & CO strives to make a meaningful impact across all touchpoints. As "The Gourmet Entertainment Company" DO & CO is known for delivering tailored experiences marked by the highest quality standards, organic ingredients, and exceptional service. Grounded in innovation, excellence, and a strong focus on people, DO & CO continues to evolve. Driven by a passion for setting new benchmarks in customer experience, ensuring that sustainable growth goes hand in hand with the development of sustainable practices. The commitment to sustainability and ethical business shapes the global operations. By integrating environmental stewardship into its core strategy, the company focuses on reducing its carbon footprint through renewable energy adoption, waste reduction, and sustainable packaging innovations. These efforts not only contribute to the climate goals but also reflect a long-term vision of operational, stability, responsibility, and efficiency. Social responsibility is a core value that underpins DO & CO's commitment to delivering unique customer experiences. Initiatives that celebrate cultural diversity and strengthen employee well-being help create a supportive workplace. DO & CO adopts a strategic approach to procurement, carefully evaluating which products can be locally sourced in a way that aligns with both quality standards and environmental responsibility. Recognizing that not all local options are inherently more sustainable, each procurement decision considers the full lifecycle impact of ingredients. This process encourages the development of menus built around seasonal and locally available products, enhancing both sustainability and culinary authenticity. Furthermore, the company takes into account any ethically high-risk products, evaluating their supply chain . This evidence-based approach not only helps reduce the environmental impact but also works towards transparent value chains. The company established clear, reasonable sustainability targets and is committed to regularly monitoring and reporting its progress to ensure accountability. DO & CO holds itself and its suppliers responsible to rigorous ethical standards, supporting responsible business practices throughout its entire supply chain. This commitment not only drives continuous improvement but also builds trust with stakeholders by demonstrating openness and integrity at every level of operations. ‌DO & CO BOARD STRUCTURE [GRI 2-1, GRI 2-9, GRI 2-10, GRI 2-11, GRI 2-12, GRI 2-13, GRI 2-15, GRI 2-17, GRI 2-19, GRI 2-20, GRI 405-1] DO & CO Aktiengesellschaft is established as a stock listed company under Austrian law and is structured as a two-tier board system consisting of the (i) General Meeting of Shareholders (Hauptversammlung), the (ii) Supervisory Board (Aufsichtsrat) and the (iii) Management Board (Vorstand) . According to Austrian law the supervisory board members are elected by the general meeting of shareholders. Whereas the members of the management board are not elected by the general meeting of shareholders, but appointed by the supervisory board. DO & CO Aktiengesellschaft does not have shares with different voting rights. Hence, all shares carry equal voting rights in accordance with the principle of "one share, one vote". THE MANAGEMENT BOARD The Management Board (in the following also referred to as 'Executive Board', 'Executive Management', 'Senior Management' or 'Senior Leadership') holds responsibility for the strategic and operational management of DO & CO. In this context, it bears accountability for the oversight of the company's organizational structure. Additionally, it is also responsible for the timely identification and effective management of material business risks. In fulfilling its duties, the Management Board must exercise the care and diligence of conscientious management. Hence, they are subject to comprehensive reporting obligations to the Supervisory Board. This includes, in particular, regular reporting on the course of the business, the company's financial position, any material transactions or deviations from the approved business plan. The Management Board holds oversight and management responsibility for climate-related issues, including climate change risks and climate-related transition risks. Responsibility for climate-related topics is also assigned to specific management-level positions to ensure implementation and accountability across all operational areas. Furthermore, they are tasked with addressing environmental management, specifically water and waste management, within the company's supply chain and guiding sustainable food procurement practices, aligning with DO & CO's broader environmental and social commitments. The Management Board of DO & CO Aktiengesellschaft is comprised of four members with substantial experience in the field. Each member contributes specialized knowledge and expertise necessary to manage the company's strategic and operational functions effectively: Attila Dogudan, Chief Executive Officer (CEO) Attila Dogudan Jun., Chief Commercial Officer (CCO) Bettina Höfinger, Chief Legal Officer (CLO) Johannes Echeverria, Chief Financial Officer (CFO) THE SUPERVISORY BOARD The Supervisory Board fulfills a control and oversight function within DO & CO. Its core responsibilities include monitoring the Management Board's activities. Additionally, the Supervisory Board advises the Management Board on strategic matters and ensures that an adequate risk and compliance management system is established and maintained. Members of the Supervisory Board are obligated to perform their duties with care and diligence, safeguarding the interests of the company and its shareholders. The Supervisory Board of DO & CO Aktiengesellschaft also consists of four experienced members who bring specialized knowledge and expertise essential for overseeing the company's strategic direction and ensuring effective governance: Dr. Andreas Bierwirth, Chairman Dr. Peter Hoffmann-Ostenhof, 1 st Deputy Chairman Dr. Cem Kozlu, 2 nd Deputy Chairman Mag. Daniela Neuberger, Member These supervisory board members were elected by the shareholders at the General Meeting of Shareholders. It is imperative that a Supervisory Board member possesses the requisite professional and personal qualifications to fulfil the necessary tasks. Section 87 Austrian Stock Corporation Act (Aktiengesetz) requires that appointments to the Supervisory Board consider the professional and personal qualifications of the potential supervisory board member. Also, the Austrian Corporate Governance Code (Österreichischer Corporate Governance Kodex, ÖCGK) stipulates that members of the supervisory board collectively possess the necessary qualifications, expertise and experience to effectively fulfill their oversight role. The current members of the Supervisory Board possess the skills and expertise relevant to the company's industry and their respective areas of specialization. Within the scope of its duties of care in performing its tasks, the Supervisory Board may engage external advisors without requiring the approval of the Management Board. Further information with respect to the Board's role can be found in the Corporate Governance Report published on the company's homepage. THE INDEPENDENCE OF THE BODIES DO & CO as a stock listed company adheres the ÖCGK which includes provisions regarding the internal rules of procedures and the independence of supervisory board members. Independence is assessed based on specific criteria such as the absence of close business or personal relationships with the company or its Senior Management. In general, the members of the Supervisory Board are considered independent, as no business or personal relationships exist with the company or the Management Board that could give rise to a material conflict of interest or influence the conduct of the members. However, it is noted that the first deputy chairman of the Supervisory Board, Dr. Peter HOFFMANN-OSTENHOF is a member of the Management Board of the Attila Dogudan Private Foundation (Attila Dogudan Privatstiftung) which is a shareholder of DO & CO Aktiengesellschaft. The prescribed requirements are consistently adhered to: None of the Supervisory Board members have served as a member of the Management Board or as an executive employee of the company or its subsidiaries in the past five years. Likewise, no material business relationships have existed between the Supervisory Board members and the company or its subsidiaries in the past year. This also applies to interests in third parties that could potentially lead to conflicts of interest. Furthermore, there are no overlapping roles between Management Board and Supervisory Board positions in other companies that could result in conflicts of interest. THE SUPERVISORY BOARD COMMITTEES As shown on page 18, the Supervisory Board has established four Supervisory Board Committees (i) the Audit Committee, (ii) the ESG Committee, (iii) the Remuneration Committee and (iv) the Nomination Committee. The Audit Committee's duties include supervising the accounting process and monitoring the effectiveness of the Company's internal control, internal audit and risk management systems. Moreover, it includes supervising the audit of the separate financial statements and the consolidated financial statements as well as investigating and monitoring the auditor's (group auditor's) independence, especially with regard to additional services rendered for the audited company. The ESG Committee is responsible for monitoring and reviewing environmental, social and governance matters. The Management Board reports towards the ESG Committee on ESG matters which is represented by two Supervisory Board members. During the 2024/2025 financial year, the ESG Committee convened two meetings to evaluate the legal frameworks, status and objectives of DO & CO. The Remuneration Committee is responsible for determining in alignment with the remuneration policy the remuneration of individual Management Board members. Its main tasks include evaluating and approving compensation structures, ensuring alignment with the company's long-term strategy, and reviewing performance-related pay components. COMPOSITION OF BOARD MEMBERS FY 2024/2025 Number of Management Board Members 4 Thereof Female 25.0 % Thereof Male 75.0 % Number of Supervisory Board Members 4 Thereof Female 25.0 % Thereof Male 75.0 % The Nomination Committee is responsible for submitting proposals to the Supervisory Board for filling vacancies on the Management Board and for dealing with succession planning issues. The Nomination Committee is also responsible for submitting proposals to the general meeting of shareholders for filling vacancies on the Supervisory Board. It ensures a structured and transparent selection process, considering criteria such as professional qualifications, diversity, and independence. The committee plays a key role in succession planning and helps safeguard the company's long-term leadership stability and governance standards. THE GLOBAL SUSTAINABILITY TEAM The Global Sustainability Team is responsible for the operationalization of DO & CO's sustainability commitments. This includes creating and managing the Group's ESG strategy and its implementation to achieve the established goals. The Sustainability Team reports directly to the Management Board and support the local units on ESG topics to achieve DO & CO's targets. LOCAL DEPARTMENTS / FUNCTIONAL DEPARTMENT Appointed department leads or functional leads are responsible for reporting the results of their operations, activities and projects. This includes coordinating with cross-functional teams to ensure consistency in data and alignment with group-wide standards. They are also expected to tailor their strategies to local requirements while maintaining coherence with the company's overarching objectives and compliance framework. Table 1 - Composition of board members REMUNERATION The Supervisory Board and its Remuneration Committee are responsible for mapping out and developing the remuneration policy as well as specific remuneration practices. Competitive remuneration in line with the market serves as an incentive to reach long-term strategic goals and sustainably improve the business's success. Moreover, the remuneration structure takes into account the specific challenges that the economic environment is currently posing. Remuneration received by the Management Board consists of variable , performance-linked components, with fixed remuneration. DO & CO Aktiengesellschaft strives to achieve long-term sustainable growth. Variable bonuses for both the financial and non-financial performance are intended to inspire the members of the Management Board to actively shape and implement the company's strategy. Further details regarding the remuneration of the Management Board and variable components, including non-financial aspects, can be found in the Remuneration Report published on the company's homepage. ‌ SUSTAINABILITY ORIENTED MANAGEMENT APPROACH [GRI 2-22] DO & CO adheres to the principles of customer focus, innovation, excellence, quality, and long-term profitability, which guide all significant business decisions. Sustainability has been a core value since the company's founding in 1981, with an early focus on sourcing fresh and local products from trusted suppliers. As early as 2001, DO & CO began formally addressing environmental challenges in its financial disclosures and took proactive steps to reduce its environmental footprint. To manage sustainability effectively, DO & CO has integrated environmental and social considerations into its core business processes - including Procurement, Quality Assurance, Supply chain, Human Resources (HR), and Industrial Design. The company conducts a comprehensive materiality assessment to systematically identify and prioritize its most significant areas of impact. Key focus areas emerging from this assessment include climate action, responsible sourcing, diversity and inclusion, and the reduction of food waste. For each of these priority topics, the company has established well-defined objectives, measurable performance indicators, and robust control mechanisms. These measures are designed to ensure alignment with strategic sustainability goals and to drive continuous improvement. Performance and progress are monitored on an ongoing basis through a combination of internal dashboards, periodic audits, and independent third-party evaluations, enabling the company to maintain transparency, accountability, and responsiveness to emerging risks and opportunities. In the fiscal year 2024/2025, DO & CO has intensified its efforts by enhancing the collection of ESG data and reporting processes. Stakeholders - including customers, employees, and suppliers - are actively engaged through structured dialogue formats and regular assessments. DO & CO adheres to internationally recognized sustainability and rating frameworks to guide its assessments and reporting practices. These include the Global Reporting Initiative (GRI), Carbon Disclosure Project (CDP), Science Based Targets initiative (SBTi), Morgan Stanley Capital International (MSCI) ESG Ratings, Sustainalytics, Institutional Shareholder Services (ISS), London Stock Exchange Group (LSEG) sustainability standards, Corporate Sustainability Assessment by S&P Global (CSA-SP), EcoVadis, the Austrian Ecolabel for Green Meetings and Events (DO & CO Event Austria GmbH), as well as the ISO 14001 environmental management standard. ‌SUPPLY CHAIN SUSTAINABILITY [GRI 308-2, GRI 414-2] DO & CO aims to positively impact the environment and people throughout its supply chain, aligning with principles of sustainability - meeting present needs without compromising the ability of future generations to meet their own. The supply chain is safe and secure, built on ethical sourcing practices that uphold human rights, fair labor, and environmental stewardship. Resulting from its crucial nature, it enables DO & CO to consistently deliver on its promise of conscious gourmet entertainment that customers have come to expect. To achieve this, DO & CO actively engages its suppliers on ESG topics, ensuring that products and services are sourced from those who meet compliance standards for fair and sustainable practices. Where suppliers fall short, DO & CO collaborates to establish a roadmap towards achieving these standards, demonstrating a commitment to continuous improvement and the establishment of an ethical and sustainable supply chain. Furthermore, DO & CO takes decisive action against any identified unsustainable practices within its network, reinforcing its dedication to responsible sourcing and long-term value creation for all stakeholders. KEY GOALS DEFORESTATION- AND CONVERSION-FREE SUPPLY CHAINS: No deforestation or ecosystem conversion-free for key ingredients globally by 2030, and alignment with the EU Deforestation Regulation (EUDR). ANIMAL WELFARE: Sourcing of animal products in compliance with recognized welfare standards. CAGE-FREE EGGS: Global phase out of caged eggs (shell, liquid, and processed) across all its kitchens by 2030. LOCAL SOURCING: 70% locally sourced ingredients by 2030 with defined diversity targets. ANTIBIOTIC USE: Ensure that routine antibiotic use for growth promotion or disease prevention is not used in poultry, beef, pork, fish, and seafood by 2030. KEY AREAS OF FOCUS ANIMAL WELFARE DO & CO is committed to the ethical and humane treatment of animals used for food production. This includes adhering to the Farm Animal Welfare Committee's Five Freedoms, which ensure animals are free from thirst, hunger, discomfort, pain, injury, disease, fear, and distress, and can express normal behavior. Specific targets include phasing out caged eggs globally by 2030, meeting the European Chicken Commitment (ECC) and the Better Chicken Commitment (BCC), and ensuring humane practices for fish and seafood. ETHICAL SOURCING DO & CO aims to source responsibly, and ethically ensuring respect for human rights and environmental laws throughout its supply chain. This involves incorporating sustainable priorities into contracts, engaging suppliers to comply with the DO & CO Sustainable Sourcing Policy, and taking swift action against illegal, unethical, or unsustainable practices. SUSTAINABLE FISH AND SEAFOOD DO & CO is dedicated to sustainable sourcing of fish and seafood. This includes minimizing handling stress, ensuring humane farming practices, and prohibiting harmful fishing methods. The company commits to discontinuing the purchase of vulnerable, endangered, or critically endangered species by 2025 and ensuring all fish and seafood are legally caught and meet stringent environmental, social, and governance criteria. TOWARDS ZERO NET DEFORESTATION DO & CO commits to achieving no deforestation or peatland loss for selected priority ingredients by 2030 and making its global supply chain deforestation and peatland conversion-free in line with the EUDR, across all locations in the European Union (EU). This involves implementing thorough due diligence processes for traceability and compliance. REGENERATIVE AGRICULTURE DO & CO promotes regenerative agriculture by engaging suppliers to eliminate soy for animal feed in deforestation-risk regions and developing deforestation and peatland conversion-free targets for soy by 2025. The company encourages sustainable feed sourcing, responsible manure management, and the reduction of greenhouse gas emissions across the supply chain. Implementation will involve the following: (i) Management Board oversight, (ii) Purchasing Department sourcing and audits, (iii) staff training, (iv) assessment of the applicable regulations and frameworks through the Global Sustainability Team and, Legal Department compliance. POLICIES The DO & CO Sustainable Sourcing Policy standardizes how the company responsibly, ethically, and inclusively buys goods from all direct and indirect suppliers. This commitment is formalized through the Supplier Code of Conduct, which outlines the companies expectations for ethical, environmental, and social responsibility across the supply chain. ACTIONS CACAO SUPPLIERS DO & CO can confirm that its largest chocolate supplier is a member of Cocoa Horizons. This program operates in key cocoa-growing areas across seven countries, working with cocoa farming communities to ensure that their supply chain helps bring all Cocoa Horizons farmers above the poverty line. It also ensures that communities are covered by Human Rights Due Diligence and remediates identified child labor cases. Additionally, Cocoa Horizons commits to being deforestation-free by 2025. CAGE FREE EGG COMMITMENT DO & CO is committed to phasing out caged eggs (shell, liquid, and processed) across all kitchens globally by 2030. Fully switching to cage-free eggs in the US is currently challenged by egg shortages. DO & CO is closely monitoring the situation. As of today, 41.2% of the sites are using 100% cage free eggs, 25.0% are using above 50% cage free. The remaining sites are continuously assessing market availability to make the switch as soon as possible. CORPORATE SUSTAINABILITY DUE DILIGENCE DIRECTIVE (CSDDD) COMMODITIES DO & CO has begun collecting CSDDD commodities and is working to track and secure the appropriate groups, in addition to EUDR commodities. CUSTOMERS' SUPPLY CHAIN AUSTRIAN ECOLABEL EVENTS In order to receive the Austrian Ecolabel license suppliers of DO & CO must adhere to environmental management systems frameworks such as Eco-Management and Audit Scheme (EMAS), ISO14001, and hold Ecolabel certificates. DO & CO submits to the following frameworks, which are shared directly with customers using these platforms: Sedex, Ecovadis and CDP 1 . 1 Other rating agency performances can be requested by customers, see list on page 23. ‌MATERIALITY ASSESSMENT [GRI 3-1, GRI 3-2, GRI 3-3] This report is based on a comprehensive assessment of key topics related to ESG factors. Central to the effectiveness and accuracy of this risk analysis is the active involvement of both internal and external stakeholders. Engaging internal stakeholders ensures that the company's internal perspectives, operational insights, and governance structures are thoroughly considered. Equally important is the input from external stakeholders, whose views and concerns provide a broader understanding of potential ESG risks and opportunities. The collaborative approach allows for a more holistic evaluation, helping to identify relevant risks, prioritize material topics, and develop comprehensive strategies that align with stakeholder expectations and regulatory requirements. This inclusive process not only strengthens risk mitigation but also enhances transparency, and long-term value creation for the organization. The initial materiality analysis encompasses two distinct levels of assessment. At its core is the materiality assessment that already served as the basis for the Sustainability Report 2023/2024. In preparation for the implementation of the CSRD, a Double Materiality Analysis was also conducted. As this assessment has not yet undergone a mandatory audit finalized, its results could not be fully incorporated into the report. Nevertheless, it would not be appropriate to disregard the insights gained entirely. In this context, the findings of the previous materiality analysis were utilized and supplemented with, and appropriately adjusted by, the key elements of the Double Materiality Analysis. The foundational materiality assessment undergoes an annual review and is adjusted accordingly. Altogether, the company places particular emphasis on a structured enterprise risk management process that systematically integrates ESG aspects, enabling the early identification of regulatory developments and the proactive implementation of preventive and adaptive measures. INITIAL MATERIALITY ASSESSMENT The process to prepare and assess ESG issues commenced with the development a survey intended to identify the key aspects of sustainability within the company. The questions were elaborated after a comprehensive analysis of standards, evaluation of industry-specific issues, and benchmarking. External stakeholders as well as internal experts (together -stakeholders) experts from various business departments such as the General Management, Information Technology (IT), Procurement etc. were invited to take part in the survey and share their views. Both internal and external stakeholders were chosen carefully, considering their significance to the company and their depth of insight into the business and its challenges. This selection ensures that both internal and external perspectives are reflected, adding value to the decision-making and strategic direction. The key issues identified were elaborated and documented throughout these surveys. Participants were asked to consider the company's environmental impact, the resulting consequences, and the financial impact associated with these risks or opportunities. The analysis included all relevant aspects, contemplated from both qualitative and quantitative perspectives. UPDATE VIA THE DOUBLE MATERIALITY ASSESSMENT As part of the Double Materiality Assessment, internal stakeholders including members of the Senior Leadership Team, were first consulted. Based on their input, key topics relevant under the CSRD framework were identified. Subsequently, a selection of internal and external stakeholders was made to gather perspectives from both viewpoints. In selecting internal stakeholders, particular attention was paid to ensuring representation across all corporate departments and geographical regions. More than ten departments participated in the process, and geographic coverage was structured across four distinct regions. Stakeholders were asked not only to provide assessments of the specific topics but also to differentiate their evaluations into short-, medium-, and long-term impacts. Additionally, quantitative assessments were carried out regarding the scale and scope, likelihood, and potential for mitigation of each issue. This process was carried out both from an impact perspective and a financial materiality perspective. Following the assessment, materiality thresholds were defined. Based on the thresholds a line was drawn to define the material topics. In the next step, the key topics identified through the Double Materiality Analysis were compared with the current set of material topics. Topics that had not previously been included were for this year's report. Based on this review, the following topics were newly incorporated: Substances of Concern (reference to the list of material topics, nr. 7) Corporate Culture and Management Accountability Concern (reference to the list of material topics, nr. 24) Grievance Mechanisms Concern (reference to the list of material topics, nr. 31) In addition, Biodiversity (Concern (reference to the list of material topics, nr. 9) and Taxation and Financial Transparency (Concern (reference to the list of material topics, nr. 29) have now been classified as material topics. Conversely, Anti-Competitive Conduct has, due to the updated scaling, been reclassified as non-material. This reflects a strategic shift in focus and risk prioritization, while continuing to acknowledge the importance of and adherence to anti-competition laws as an integral part of the company's compliance. OVERALL ESG-RISK MANAGEMENT The evaluation of ESG risks represents a key component of DO & CO's corporate strategy. Stakeholder expectations regarding sustainability continue to rise. Among the financial challenges related to climate risks are cost increases resulting from ongoing regulatory changes, particularly considering the applicability of various regulations due to the company's dual listing at the Vienna and Istanbul stock exchange and global business activities. Additionally, there is a heightened focus on compliance with national and international reporting standards as well as on fulfilling due diligence obligations along the supply chain. Breaches in these areas could lead to financial sanctions and a loss of trust among investors, business partners, and other stakeholders. Climate-related extreme weather events pose a risk to the stability of supply chains, potentially disrupting access to essential raw materials and complicating compliance with regional or customer-specific requirements. Inadequate emission reductions and energy-inefficient processes may result in significantly higher operating costs. Moreover, failure to meet publicly communicated ESG targets could damage the company's reputation. Insufficient environmental management, particularly where contractually agreed, could also adversely affect existing contractual relationships. In the short and medium term, these risks may directly impact revenue, costs, financial position, and cash flow. In the long term, they might influence access to financing and capital costs, as investors and lenders increasingly take ESG criteria into account. Against this backdrop, the company places particular emphasis on a structured risk management approach that systematically incorporates ESG factors. Regulatory developments are continuously monitored and assessed to identify potential challenges in the areas of environment, social, and governance at an early stage, enabling the company to develop and implement appropriate preventive and adaptive measures.

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