Mlp : sustainability report 2025

About this update from Mlp Se

Sustainability Report MLP Group 2025 Sustainability Report 2025 General information 2 ESRS 2 General disclosures 2 Environmental information 27 Reporting under the EU Taxonomy Regulation 27 ESRS E1 - Climate change 32 Social information 46 ESRS S1 - Own workforce 46 ESRS S4 - Consumers and end-users 61 Information on governance 71 ESRS G1 - Business conduct 71 Annex 75 For reasons of better readability, neutral gender forms (generic masculine) are used in the following. The corresponding terms apply to all genders in the sense of equal rights. The abbreviated language form is for editorial reasons only and does not imply any judgement. ‌General disclosures ESRS 2 General disclosures Basic principles for drafting the document ‌BP-1 - General basis for preparation of the Sustainability Report In this report, MLP SE provides information on its sustainability activities in the financial year 2025. The requirements from the legal framework of the Non-Financial Reporting Directive 2014/95 EU (NFRD) apply as of December 31, 2025. In order to fulfil the requirements of Sections 315b and 315c in conjunction with Sections 289b and 289e of the German Commercial Code (HGB) and the EU Taxonomy Regulation (EU) 2020/852, the non-financial statement of MLP SE is provided below and published as a separate report. Pursuant to § 289d of the German Commercial Code (HGB), MLP SE can choose between a national, European or international framework for the specific structure of the Sustainability Report. As in the financial year 2024, MLP bases its reporting for the current reporting year on the first set of the European Sustainability Reporting Standards (ESRS) for the reporting year 2025 and applies these almost in full. It was ensured that the statutory requirements of the German Commercial Code (HGB) for reporting on sustainability matters were fully complied with, which is reflected in the application of the ESRS and the structured disclosure of all relevant sustainability information: Topics of the non-financial statement Corresponding topics in the ESRS Chapters in this Sustainability Report Environmental concerns Climate change (ESRS E1) Environmental information Employee concerns Own workforce (ESRS S1) Social information Social issues Consumers and end-users (ESRS S4) Social information Respect for human rights (According to ESRS 2. App. B) All S-topics Social information Fight against corruption and bribery Business conduct (ESRS G1) Information on governance The reporting period of this Sustainability Report corresponds to the reporting period for the financial statements of MLP SE (January 1, 2025 to December 31, 2025) and was prepared on a consolidated basis. The IFRS scope of consolidation was decisive. Information on the scope of consolidation can be found in the notes to the consolidated financial statements of the MLP Group Annual Report 20 25 under Note 5 "Scope of consolidation, as well as shares in associates and disclosures on non-consolidated structured entities". The upstream and downstream value chain of all MLP Group companies is comprehensively taken into account when recording and evaluating the actual and potential impacts, risks and opportunities as part of the double materiality analysis. The value chain is described in the chapter SBM-1: Strategy, business model and value chai n . Insofar as information on the value chain is not yet available in full at the time of preparing the report, this information is provided together with the disclosures to which it relates. MLP SE does not make use of the option to omit specific information relating to intellectual property, expertise or the results of innovations. Nor does it make use of the option to omit information on upcoming developments or matters still under negotiation. This Sustainability Report undergoes an annual review process by the Executive Board and the Supervisory Board at MLP SE. The MLP Sustainability Report 2025 has been authorised by the Executive Board and was both reviewed and approved by the Supervisory Board in its meeting held on March 25, 2026. BP-2: Disclosures in relation to specific circumstances Insofar as this Sustainability Report contains metrics with data on the upstream and/or downstream value chain that were estimated using indirect sources such as sector average data or other approximate values, this information is provided together with the corresponding disclosure. This also includes the associated degree of accuracy and any planned actions to improve data accuracy. In addition, sources of estimates and result uncertainties are provided together with the corresponding disclosures. Unless otherwise stated, the time horizons considered for the preparation of the Sustainability Report correspond to those stated in ESRS BP-2 and are defined as follows up to one year as short-term, from one to five years as medium-term and more than five years as long-term. MLP SE has incorporated the following information by reference: ESRS Disclosure Page Description of the disclosure requirement Subtopic Reference to ESRS 2 BP-1 2 General basis for preparation of the Sustainability Report Scope of consolidation Notes to the consolidated financial statements 2025 of MLP SE under Note 5. Scope of consolidation, as well as shares in associates and disclosures on non-consolidated structured entities ESRS 2 SBM-1 11 Strategy, business Business model Fundamental principles of the Group model and value chain and corporate in the Group management report 2025 structure of MLP SE E1 E1-6 43 Gross Scopes 1, 2, 3 Greenhouse Notes to the consolidated financial and total GHG gas intensity on statements 2025 of MLP SE under emissions the basis of net Note 9. Sales revenue revenue MLP SE makes use of the provisions for phased disclosure requirements in accordance with ESRS 1 Appendix C as follows: ESRS Disclosure Description of the disclosure requirement Phased introduction or date of entry into force (incl. 1st year) ESRS 2 SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model The company may omit the disclosures required by ESRS 2 SBM-3 (48e) (expected financial impact) in the first year of preparing its sustainability statement. The company may, in accordance with ESRS 2 SBM-3 (48e), provide solely qualitative disclosures in the first three years of preparing its sustainability statement if it is not practicable to provide quantitative disclosures. ESRS E1 E1-9 Anticipated financial effects from material physical and transition risks and potential climate-related opportunities The company may omit the disclosures required by ESRS E1-9 in the first year of preparing its sustainability statement. In accordance with ESRS E1-9, the company may only provide qualitative disclosures in the first three years of preparing its sustainability statement if it is not practicable to provide quantitative disclosures. ESRS S1 S1-14 Occupational health and safety The company may omit reporting on non-employees in the first year of preparing its sustainability statement. Governance GOV-1: The role of the administrative, management and supervisory bodies MLP SE operates under a dualistic system in which the Supervisory Board holds the control function and the Executive Board holds the management function. The Executive Board at MLP SE provides the Supervisory Board with regular, timely and comprehensive reports on the current situation of the Group, including the risk situation, risk management and compliance measures. In the case of particularly important or urgent projects, the Supervisory Board is promptly informed, also between its regular meetings. In addition to this, regular meetings are held between the Chair of the Supervisory Board and the Chief Executive Officer, during which individual topics are discussed in detail. The Chair of the Supervisory Board informs the other members of the Supervisory Board in detail of the content of these meetings. Corporate planning and strategic further development of the Group are discussed jointly by the Supervisory Board and Executive Board. Composition and diversity of the administrative, management and supervisory bodies Supervisory Board In the financial year 2025, the Supervisory Board comprised six members, with four members being elected by the Annual General Meeting in accordance with the provisions of the German Stock Corporation Act (AktG) and two members being elected by the employees in accordance with the provisions of the Employee Involvement Agreement for MLP SE. The six members of the Supervisory Board are not executive members. Since being elected by the Annual General Meeting on June 29, 2023, the six members of the Supervisory Board comprise three men and three women. The table below shows the percentage shares with regard to various diversity metrics for the Supervisory Board: Gender Female Male Non-binary Supervisory Board (total) 50 % 50 % - % Shareholders 25 % 75 % - % Employees 100 % - % - % Age <50 years 50-60 years >60 years Supervisory Board (total) 17 % 50 % 33 % Shareholders 25 % 50 % 25 % Employees - % 50 % 50 % The Supervisory Board at MLP SE has established internal regulations for the composition of the Supervisory Board, which stipulate a target figure for women of at least 25% - on the shareholder side - assuming equal personal and professional qualifications. MLP SE has met this quota on the shareholder side of the Supervisory Board continuously since 2015. The following table shows the personal characteristics, areas of expertise and aptitude of each Supervisory Board member: You can find further information on the qualifications of the members of the Supervisory Board in the qualification matrix in accordance with the German Corporate Governance Code in the "corporate governance statement" of the Group management report and in the "report by the Supervisory Board" section of the MLP Group's Annual Report 2025 . Sarah Rössler Dr Andreas Freiling Ursula Blümer Bernd Groß Matthias Lauten-schläger Monika Stumpf Term in office Member since 2022 2023 2023 2023 2018 2021 Diversity Born 1970 1963 1971 1968 1980 1964 Gender Female Male Female Male Male Female Nationality German German German German German German Personal Independence 1 x x Employee x Employee No overboarding 2 x x x x x x Professional Sustainability x x x x x x suitability suitability Representation of employees x x Elected by employees Executive Board 1 The Executive Board at MLP SE comprises four members. In the financial year 2025, the proportion of female members was 25%. The table below provides an overview of the respective personal characteristics and skills: Dr Uwe Schroeder-Wildberg Reinhard Loose Jan Berg Angelika Zinkgräf Position Chief Executive Officer Member of the Executive Board Member of the Executive Board Member of the Executive Board Term in office Appointed in Jan. 01, 2003 Feb. 1, 2011 May 1, 2025 Dec. 1, 2025 Appointed Dec. 31, 2027 Jan. 31, 2029 Apr. 30, 2030 Nov. 30, 2028 until Diversity Gender Male Male Male Female Born 1965 1965 1977 1977 Nationality German German German German Undergraduate degree Trained as a bank Studied economics, in Business and savings bank specialised Vocational training Administration, PhD at clerk, studied journalist for Studied law the Chair for Banking business politics and and Stock Exchanges administration economics In November 2020, the Supervisory Board confirmed a target of at least 25% for the proportion of women on the Executive Board at MLP SE and set the end of the financial year 2025 as the deadline for implementation. In the past reporting year, Manfred Bauer, Executive Board Member for Products & Services at MLP SE, left the Executive Board on April 30, 2025. Jan Berg, Spokesman of the Executive Board at MLP Finanzberatung SE, joined the MLP SE Executive Board on May 1, 2025 in addition to his 1 In the sense of the German Corporate Governance Code, as well as the recommendation of the European Commission regarding the duties of the non-executive directors/members of the Supervisory Board, as well as the Committees of the Administrative/ Supervisory Board dated February 15, 2025. 2 Some of the members of the Supervisory Board exercise a permitted number of mandates at various companies outside MLP SE. For MLP SE, the determination of whether overboarding exists is primarily based on the legal provisions of § 25d (3) of the German Banking Act (KWG). current function. Furthermore, as of December 1, 2025, Angelika Zinkgräf assumed responsibility for the newly created Compliance, Audit and Personnel executive mandate on the Executive Board of MLP SE. At the end of the financial year 2025, the Executive Board of MLP SE comprised four members and had a proportion of women of 25% in line with the above-mentioned target figure. Roles and responsibilities of the administrative, management and supervisory bodies Supervisory Board The Supervisory Board advises and monitors the Executive Board. Resolutions of the Supervisory Board are made with the necessary majorities in meetings that are convened by or on behalf of the Chair of the Supervisory Board. The Supervisory Board is also provided with information outside of its regular meetings in the case of particularly important or urgent projects. Insofar as necessary, resolutions may also take the form of circular resolutions or be passed remotely. A transcript of each meeting is drafted. The Supervisory Board at MLP SE does not have a separate Sustainability Committee, meaning that the monitoring and control function for sustainability activities is a responsibility shared equally by all Supervisory Board members. This also includes monitoring the material impacts, risks and opportunities, as well as whether these are dealt with appropriately. The sustainability strategy is part of the business strategy. A corresponding update is performed each year and submitted to the Supervisory Board for approval. In addition, the Compensation Oversight Committee of the Supervisory Board at MLP SE performs a review at the start of the financial year to check compliance with the sustainability goals previously set and defines the ESG targets for the new year. Executive Board As the governing body of a stock corporation, the Executive Board manages the business and is bound by the provisions of corporate law to act in the interest of the company and in accordance with its business policies. The members of the Executive Board hold joint responsibility for all management of the business. Decisions by the Executive Board are generally reached during Executive Board meetings, which are held at regular intervals. Resolutions are drafted as ordinary resolutions with majority votes and recorded accordingly. The sustainability management system is anchored at the parent company, MLP SE. The three members of the Executive Board are jointly responsible for analysing and assessing the material impacts, risks and opportunities, as well as for managing these three dimensions. Since MLP views sustainability as an interdisciplinary topic, additional responsibilities arise from the respective Executive Board mandates. CEO Dr Uwe Schroeder-Wildberg is responsible for the topic of sustainability on the Executive Board. Accordingly, he is responsible for defining the sustainability strategy, as well as the associated targets and measures. He evaluates implementation of the measures under the adopted sustainability strategy and the degree of target achievement on an annual basis. The departments in CFO Reinhard Loose's area of responsibility are closely linked to sustainability matters that are important for the Group. Indeed, sustainability risks are also identified, analysed and evaluated within the scope of his risk management mandate. The IT mandate covers topics such as information security and data protection. The CFO is also responsible for infrastructure management with a focus on the company headquarters. This includes sustainability matters, such as the greenhouse gas emissions of the company's buildings or the use and efficiency of energy. Chief Product Officer Jan Berg , who is responsible for product purchasing and product management, addresses various issues, including the alignment of the portfolio and the associated selection and assessment of product partners, also with regard to sustainability criteria. Chief Human Resources Officer Angelika Zinkgräf plays a central role in linking sustainability issues within the company. Through her responsibility for personnel matters and the Compliance and Internal Audit functions, she ensures that all business activities and processes comply with applicable laws, regulations, internal policies and ethical standards. Further information on departmental responsibilities can be found in Note 41 "Related parties" in the notes to the consolidated financial statements and in the sections entitled "The Executive Board" and "Executive Bodies of MLP SE" in the MLP Group Annual Report 2025 . Group Sustainability Officer and Sustainability Committee The Group Sustainability Officer bears operational responsibility for drafting the sustainability strategy, managing its implementation and measuring progress, as well as for sustainability reporting. The sustainability team, comprising the sustainability officer and their deputy, reports directly to the CEO as a staff unit and acts independently of the individual functional levels. The Group Sustainability Officer has the task of strategically developing the sustainability topics of the MLP Group, planning sustainability activities and implementing/supporting these, both at the Group headquarters and in coordination with the Group companies. In this role, they are supported by a Group-wide body - the Sustainability Committee - which comprises the sustainability officers of the respective MLP Group companies. Their joint task is to establish the sustainability topics throughout the Group, as well as to continuously refine and implement these. The Executive Committee holds regular meetings in order to coordinate Group activities and ensure an efficient exchange of information relevant for controlling purposes. Alongside the members of the Executive Board at MLP SE, this Executive Committee also includes representatives from the Group's business units. The strategies and plans of the business segments are also discussed in its meetings and coordinated with the overall strategy and plans of the Group. The Group Sustainability Officer informs the Executive Board of MLP SE at least once a year about the progress made in achieving the sustainability goals set and involves the Executive Board in the annual update of the sustainability strategy. Starting in 2027, annual reporting on the progress of the Sustainability Strategy 2025⁺ adopted at the end of 2025 will be submitted to the Executive Board of MLP SE by March 31 of each year at the latest. Expertise and skills of the administrative, management and supervisory bodies Supervisory Board The Supervisory Board has approved a skills profile that also stipulates professional experience in the field of sustainability. This is taken into account when making selection decisions. As can be seen in the qualification matrix in the chapter entitled "Declaration of corporate governance pursuant to §§ 315d, 289f of the German Commercial Code (HGB)" in the MLP Group Annual Report 202 5 , all members of the Supervisory Board have expertise in the field of sustainability according to their own assessment. In November 2023, members of the Supervisory Board attended advanced training in order to maintain the necessary professional expertise. Among other things, this training focussed in particular on the requirements of MLP SE and the Group companies with regard to legal regulations with a sustainability component of reference. Executive Board All members of the Executive Board have specific sustainability expertise, which is derived in particular from their professional careers and areas of responsibility (see the "Roles and responsibilities of the administrative, management and supervisory bodies" section in this chapter). In addition, the Executive Board regularly addresses sustainability matters during Executive Board meetings and is regularly informed about new developments, including current regulatory issues and their impact on the MLP Group. As described in the "Roles and responsibilities of the administrative, management and supervisory bodies" section, the expertise of the members of the Executive Board in relation to the various sustainability dimensions is closely linked to their respective executive mandates. At the same time, the distribution of executive responsibilities also results in responsibility for the management of specific impacts, risks and opportunities that are attributable to the respective mandate. GOV-2: Information provided to and sustainability matters addressed by the undertaking's administrative, management and supervisory bodies The Chair of the Executive Board informs the Supervisory Board at MLP SE about current sustainability issues at its meetings as and when warranted. In addition to this, the respective committees address the following sustainability matters on a topic-specific basis at least once a year: The Risk and Audit Committee plays a key role in sustainability reporting. The report is submitted to the Risk and Audit Committee and the entire Supervisory Board for review prior to publication. Information was provided and presented to the committee by the Group Sustainability Officer. The committee also addresses sustainability risks within the scope of monitoring the implementation of the risk strategy in connection with the management, monitoring and limitation of risks. The Compensation Oversight Committee monitors the achievement of sustainability goals as part of the compensation policy, compensation practices and compensation-related incentive structures. The Chair of the Executive Board at MLP SE is informed about current sustainability issues as part of the regular dialogue (at least every 14 days) with the Group Sustainability Officer. In addition to this, a quarterly Regulatory Jour Fix meeting is held with the Group Sustainability Officer and the head of the sustainability programme for MLP Finanzberatung SE and MLP Banking AG, in which the CEO is informed about new regulatory features in the area of sustainability. Relevant topics are addressed during MLP SE Executive Board meetings as and when warranted. Where necessary, they are also presented so that a decision can be reached and/or the information can be addressed within the Executive Committee. This includes, for example, addressing regulatory changes, the results of the materiality analysis and the (further) development of strategies, measures and targets. In addition, sustainability matters are - insofar as relevant - included in decisions made by the Executive Board and the Supervisory Board and weighed up against business developments in individual cases. In the reporting period, the Executive Board and the Supervisory Board dealt with the main impacts, opportunities and risks. The review of the materiality analysis 2025 was acknowledged by the Executive Board and Supervisory Board. The main impacts, risks and opportunities are addressed in the Sustainability Strategy 2025⁺. This ensures that significant impacts, risks and opportunities are taken into account when monitoring the strategy and deciding on important transactions. Further information on the Sustainability Strategy 2025⁺ can be found in chapter SBM-1: Strategy, business model an d value chai n . A list of the key impacts, risks and opportunities can be found in the chapter entitled SBM-3: Material impacts, risks and opportunities and their interaction with the strategy and busin ess mode l GOV-3: Integration of sustainability-related performance in incentive schemes Executive Board compensation The compensation structure of the Executive Board at MLP SE is geared towards sustainable and longterm corporate and earnings development. Executive Board compensation comprises fixed and variable components. The level of the fixed compensation components is calculated in such a way that there is no significant dependency on the variable compensation components. The target amount and assessment basis for the variable compensation components are set in such a way as to encourage seizing of opportunities, while at the same time preventing the taking of disproportionate risks. Furthermore, the predominant portion of the variable compensation is structured to span over several years. The primary strategic objective is to bring about profitable growth. The key indicator and controlling parameter is Group EBIT which, as operating profit, essentially results from revenue and expenses. Variable compensation based on Group EBIT performance is therefore a suitable measure for supporting this strategy. Since the variable compensation is split into an immediate payment and a deferred payment, variable compensation has a multi-year assessment basis. This ensures that the focus is not only on short-term success, but also on the long-term and sustainable corporate and earnings development of the Group. Since the financial year 2023, the Supervisory Board has set annual ESG targets for the Executive Board at MLP SE, which are derived from the sustainability goals of the MLP Group. The Executive Board service contracts contain a corresponding provision according to which the immediate payment of variable compensation calculated on the basis of EBIT for the relevant financial year can be reduced by up to 20% (target achievement 0%) or increased by up to 10% (target achievement 150%) depending on the degree of target achievement of the sustainability goals set. The deferred payment of variable compensation is not affected by the "ESG component". The following sustainability-related performance parameters, including a climate-related parameter, were defined for the financial year 2025 and are included in the target achievement with equal weighting: Greenhouse gas emissions per capita Number of women in management positions Further information on the defined metrics can be found in chapter E1-4: Targets related to climate change mitigation and adaptation and S1-5: Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities . The design of the pay systems, particularly the system for compensation of Executive Board members, is reviewed annually by the Supervisory Board at MLP SE. In addition, the sustainability parameters and their weighting are evaluated annually and then adjusted as and when necessary. When determining and reviewing the compensation of the Chair of Executive Board or any other Executive Board member, the Supervisory Board considers the ratio to the average compensation of the senior management level within the MLP Group, as well as the relationship to the average pay of other employees. This applies both to the average compensation within a year and to the development of compensation over multiple years. Attention is paid to ensure that the compensation of Executive Board members is at an appropriate ratio relative to the pay of senior management and the workforce. Supervisory Board compensation To date, compensation of the MLP Supervisory Board has been entirely fixed, determined by membership on the Supervisory Board and factoring in the respective role. Accordingly, criteria such as membership in itself, membership of committees and acting as the Chair are all relevant for compensation. No Supervisory Board member receives variable sustainability-related compensation components as part of their Supervisory Board activities. You can find further information on both Executive Board and Supervisory Board compensation in the current compensation report, which is published each year on the MLP SE homepage . GOV-4: Statement on due diligence The table below highlights the core elements of due diligence, referencing the corresponding sections of this Sustainability Report, which contain statements on the core elements of due diligence or provide further information. MLP SE integrates due diligence into its governance and strategy, as well as its business model, and takes affected stakeholders into account. The core elements of due diligence also include the processes set up by MLP to identify material impacts, risks and opportunities according to the principle of double materiality as well as measures to minimise or avoid negative impacts and tracking of their effectiveness. Core elements of sustainability due diligence Paragraphs in this Sustainability Report Integration of due diligence into governance, strategy and the business model Involvement of affected stakeholders in all key steps of the due diligence process ESRS 2: GOV-2, GOV-3 and SBM-3 ESRS 2: GOV-2, SBM-2, IRO-1 and MDR-P, as well as E1-2, S1-2 and S4-2 Identification and assessment of negative impacts ESRS 2: IRO-1 and SBM-3 Measures to counter these negative impacts ESRS 2: MDR-A, as well as E1-3, S1-4 and S4-4 Tracking the effectiveness of these efforts and communication ESRS 2: MDR-M and MDR-T, as well as E1-4 to E1-8, S1-5 to S1-17 and S4-5 GOV-5: Risk management and internal controls over sustainability reporting In the context of the sustainability reporting process, the following insignificant risks were identified as part of the operational risk audit and are listed for information purposes: Risk of incomplete sustainability reporting, as material topics to be reported are overlooked or due to non-compliance with specific disclosure requirements as per the ESRS. Risk of inaccurate sustainability reporting due to incorrect qualitative and quantitative information, for example due to incorrect or delayed data deliveries from the departments/ companies or external service providers (for example energy providers) and/or incorrect consolidation. Risk of not publishing the Sustainability Report on time. The assessment is based on an expert appraisal by the competent authority. The recorded risks are to be evaluated based on various criteria, including the likelihood of occurrence and maximum damage potential, both before and after the introduction of compensatory measures. The urgency in terms of managing these is based on the risk class determined for the respective risk. Control in the higher risk classes 4 and 5 (on a scale from 1 = very low to 5 = very high) must be authorised by management. The risks listed above are categorised in the second-lowest class, i.e. class 2. The Executive Board and the Supervisory Board of MLP SE are informed of the results of the annual operational risk assessment. In order to minimise or avoid the potential risks identified, internal controls have been defined and documented, which form part of the internal control system (ICS): The risk of incomplete reporting is countered by conducting an annual review of the materiality analysis. This ensures that potential new topics to be reported are included in the Sustainability Report. Secondly, an annually documented checklist is used to determine whether all ESRS disclosures have been fully included in the reporting. The risk of incorrect reporting is also countered in a variety of ways By creating specialist and process documentation for the calculation of corresponding key figures, establishing standardised definitions throughout the Group when collecting certain data and implementing a dual control principle within the relevant department when entering data. In addition to this, the reporting process takes place in a collaboration tool, which enables an authorisation structure and tracking of changes in the report. In order to minimise the risk of late publication, a project plan with fixed deadlines that are agreed with the auditors and the Executive Board of MLP SE is drawn up for the respective reporting period. Insofar as delays become known, they are addressed early on by the sustainability team. Strategy ‌SBM-1: Strategy, business model and value chain MLP business model MLP SE, based in Wiesloch, Germany, is a financial group that acts as a holding company for various subsidiaries. The subsidiaries MLP Banking AG and MLP Finanzberatung SE also have all of their internal departments at this location. The latter operates as a broker for financial products, such as insurance policies and loans. In addition to this, MLP SE holds a stake in FERI AG, a wealth management and financial consulting company with registered office in Bad Homburg vor der Höhe. The other subsidiaries include DOMCURA AG, which has its registered office in Kiel, operates as an underwriting agency and offers comprehensive non-life insurance coverage concepts for private and self-employed clients, as well as RVM GmbH, which has its registered office in Wiesloch and specialises in commercial insurance brokerage. The MLP Group also includes Hanover-based DI Deutschland.Immobilien AG, which acts as an online marketplace for investment properties in Germany. The companies of the MLP Group do not offer any products or services that are subject to prohibitions in certain markets. MLP operates primarily in the German market, but also has offices in Switzerland, Austria and Luxembourg. It operates under the brands MLP, DOMCURA, FERI, Deutschland.Immobilien, RVM and TPC as a financial services provider for private/family, corporate and institutional clients. Based on its holistic consulting approach, MLP counts its private clients as family clients. Family clients are economically related persons living in a household. In the past financial year, the Group served a total of 596,100 private/family clients (previous year: 590,700) and 27,400 corporate and institutional clients (previous year: 28,000). The majority of employees are based in Germany. Of the total2,786 employees as of December 31, 2025, 14 work in Switzerland, 14 in Luxembourg and 2 in Austria. As of the reporting date of December 31, 2025, a total of 2,136 MLP consultants (previous year: 2,110) (commercial agents pursuant to § 84 of the German Commercial Code (HGB)) were working for the Group. MLP's strategically conceived business model has proven itself and is also subject to continuous optimisation. There were no significant changes to services, products, markets or client groups in the past financial year. A detailed description of the Group's business model and corporate structure is provided in the "Fundamental principles of the Group" chapter in the MLP Group Annual Report 2025 . Breakdown of total revenue by ESRS sector The importance of the broadly diversified service and product portfolio can be seen from their respective contribution to sales revenues. According to the ESRS sector classification, the Group generates more than 90 percent of its revenue in the ESRS sector group "Financial Institutions" and, to a lesser extent, in the sector group "Real Estate". The table below shows the relationship between the ESRS sectors and the MLP Group's business segments, as well as the respective revenue generated in the reporting years 2024 and 2025: ESRS sector group ESRS sector Segment Revenue in 2024 € million 2025 Financial institutions Capital market FERI 261.3 246.6 Credit institutions Banking 217.2 219.0 Insurance companies Financial Consulting 405.5 416.8 DOMCURA 126.7 138.8 Industrial Broker 36.5 38.8 Real estate Real estate & services Deutschland.Immobilien 42.3 39.1 Consolidation -51.9 -52.2 Total revenue 1,037.5 1,046.9 The MLP Group is not active in the fossil fuel sector (coal, oil and gas), the manufacture of chemicals, the field of controversial weapons or the cultivation and production of tobacco, which is why information relating to ESRS 2, paragraph 40d) is not relevant. You can find more detailed information on revenue in the notes to the consolidated financial statements of the MLP Group Annual Report 2025 under Note 8 "Reportable business segments". Sustainability strategy Indeed, sustainability has been integrated into MLP's business strategy as a key strategic topic since 2022. In the annual target planning, both the input and requirements of the stakeholders are considered, as well as those of the ever stricter regulatory frameworks. The objective is to promote sustainable practices in every aspect throughout the company. This includes continuously reducing environmental impacts, promoting social justice and diversity, as well as sustainable development of services. In December 2025, MLP adopted its Sustainability Strategy 2025⁺, which defines the strategic focus topics along the following roles and areas of action over the next few years. The Group Sustainability Officer is responsible for and monitors the Sustainability Strategy 2025⁺ and updates it annually. As an employer and responsible corporate citizen , MLP promotes a working culture that is characterised by trust, diversity and commitment. MLP is also specifically committed to environmental and climate protection, as well as supporting both social and cultural initiatives. Further information on the related policies, actions and targets can be found in the chapters ESRS E1 Climate change and ESRS S1 Own Workforce . In its role as a purveyor of knowledge , MLP strives for a future-orientated learning and qualification culture, supports lifelong learning and invests specifically in the development of relevant skills for its employees and consultants. Further information can be found in the chapters ESRS S1 Own Workforce and ESRS S4 Consumers and End-Users . As a consultant , MLP offers holistic advice on financial matters. Transparent communication and extensive information strengthen client relations. You can find more detailed information on the areas of action in the chapter ESRS S4 Consumers and end-users . In its role as product curator and solution provider , MLP offers its clients a portfolio of sustainable investment and product solutions, whereby fixed criteria and sustainability-related minimum standards are adhered to during product evaluation. Further information on the related policies, actions and targets can be found in the chapters ESRS E1 Climate change and ESRS S4 Consumers and end-users . As part of its Strategy 2025⁺, MLP has defined sustainability goals at company level, as well as for its portfolio of products and services. These targets focus on the most important products and services and are designed to integrate the principles of sustainability in all business areas. The market in Germany and all customer groups are considered equally: MLP's sustainability strategy is an integral part of the business strategy and defines the relevant targets with regard to sustainability matters. It ensures that MLP aligns its activities and decisions with the principles of sustainability and thus makes a positive contribution to ecological, social and governance-related goals in the long term. Value chain MLP's business model and strategy, which focuses on financial and wealth management consulting, as well as financial insurance coverage with a holistic consulting approach, are key elements in determining the value chain, which forms the starting point for analysing materiality. To this end, MLP structured its core business based on its own components and its direct and indirect relationships as part of the materiality analysis 2023 and analysed it within the upstream and downstream value chain. Further information on the procedure for the materiality analysis can be found in the chapter IRO-1: Description of the process to identify and assess material impacts, risks and opportunities . MLP's value chain comprises multiple stages, from the selection of product partners and products to the consulting process and follow-up support. The upstream stage of the value chain initially includes product partners, such as banks, insurance companies or investment management companies whose products MLP brokers. These might be special insurance policies or financial products such as funds. This section also includes MLP's cooperation partners, for example in the area of construction projects executed by Deutschland.Immobilien. Finally, external providers deliver consulting and general services all the way up to IT hardware. The core business is analysing, consulting and brokering financial plans, solutions and products. This includes the activities at the various companies shown in the diagram. The self-employed consultants that work for MLP are predominantly in contact with clients. Key activities in the downstream value chain include the brokerage of financial products and wealth management and consulting services for private, corporate and institutional clients. The brokerage of investment properties via our own online marketplace is also part of the downstream value chain. Initial value creation begins with the targeted addressing, support and acquisition of clients. An individual needs analysis forms the basis for developing suitable concepts for the areas of life & health, investment and insurance. Another key aspect of value creation is providing long-term client support. Financial needs and life circumstances can change over time, which is why it is necessary to regularly review and adjust financial strategies. The output and results of MLP's business activities create a variety of benefits for various stakeholders. Clients benefit from a wide range of financial services, high consulting quality, customised solutions, an intuitive digital user experience and long-term support for their financial decisions. For employees, the benefits are evident in the resilience of the business model, which offers job security even in challenging economic times, supplemented by fair compensation, attractive working conditions and extensive training programmes. Investors benefit from a robust, diversified business model with longterm growth potential and the Group's financial stability, which will enabled it to pay an attractive dividend in 2025. Municipalities and communities benefit from trade tax revenues, regional jobs and the economic stimulation provided by employees, as well as from MLP's social commitment to projects in education, social affairs, environmental and climate protection, art, music and sport. In addition, MLP's comprehensive financial education programme creates added value for the general public, in particular for companies, employers, the self-employed, medical professionals and specialists in the financial services sector. SBM-2: Interests and views of stakeholders For MLP, stakeholders are those stakeholder groups that are affected by the direct and/or indirect impacts of the company and/or are (potential) users of the financial and non-financial reporting. Six stakeholder groups (employees, investors, society, product partners, consultants and clients) were identified as relevant as part of the 2023 double materiality analysis. The following table shows how the interests and concerns of these stakeholders are integrated: Stakeholder group 1 Employee 2 Investors 3 Society Stakeholder category Affected stakeholders Users of the Sustainability Report Affected stakeholders How is the stakeholder group involved? MLP managers engage in regular dialogue and hold annual development meetings with employees. MLP conducts regular satisfaction surveys and provides continuous, transparent information on MLP communicates directly with investors and analysts at capital market events and provides continuous and transparent information on relevant events, for example in the annual report or in quarterly statements. MLP informs the general public about relevant events and developments via press releases and the homepage. MLP cultivates communication with social stakeholders from the relevant topics. MLP provides further information fields of science, culture, politics The works council is available at all times for enquiries/ communication. and the opportunity for direct dialogue with employees on its corporate website. and associations. What purpose does stakeholder involvement/ It promotes the corporate culture, increases our attractiveness as an employer and supports the recruitment and long-term retention of employees. This involvement contributes to greater transparency and trust among investors and analysts, enabling them to better assess It is intended to create additional transparency about MLP and thereby enable stakeholders to engagement serve? By incorporating employees' the value potential of MLP, which gain a realistic understanding of experiences, ideas and ultimately contributes to an the company and its activities. perspectives, MLP enhances the appropriate valuation of the quality of its performance as an employer and promotes a sustainable working environment. company. Examples of results achieved through stakeholder involvement/ engagement MLP management and development dialogue; MLP Pulse Check; survey on health at the workplace; mobility survey in the MLP Group. Better ratings by investors and analysts lead to a more appropriate valuation of the company and reduce the volatility of the share price. Realistic and differentiated perception of MLP by stakeholders. Invitations from MLP (members of the Executive Board) to the committees of associations or other NGOs, particularly with a regional focus. The Executive Board The Executive Board is informed communicates directly with about the results of employee surveys and the measures derived from them. investors & analysts, for example at capital market events The Executive Board engages in The Executive Board is informed Whether and how the Executive Board and/or Supervisory Board are informed about the views of the stakeholders The Executive Board is regularly briefed in meetings with the responsible HR representatives and gains a comprehensive understanding of employees' concerns through continuous collaboration and dialogue. During its regular meetings, the Supervisory Board is informed by the Executive Board about relevant issues affecting MLP employees. regular dialogue with the responsible Investor Relations representatives through scheduled jour fixe meetings as well as ad hoc meetings to exchange key information. The Supervisory Board is in direct contact with analysts and investors during the Annual General Meeting. It is also informed about relevant topics by the Executive Board during regular meetings. of the views of relevant stakeholders by Group Communications. It examines the media image from various sources, including press reviews. In many cases, the Executive Board itself also holds discussions with relevant stakeholders from society. Stakeholder group 4 Product partners 5 Consultants 6 Clients Stakeholder category Affected stakeholders and users of the Sustainability Report Affected stakeholders Affected stakeholders How is the stakeholder group involved? Needs-based dialogue meetings with the Chief Product Officer and the relevant product management team Dialogue evenings with partner companies (at least every two years) Opportunities to discuss issues at MLP's annual sales event MLP organises meetings several times a year within the framework of committees and consultant forums in order to facilitate and promote exchange with the Executive Board and specialist departments on various topics. These meetings take place both in person and online. All MLP consultants then have the opportunity to pass on ideas and suggestions to regional participants or forum organisers. As part of regular individual consultations or at client events Centralised survey of clients (e.g. Net Promoter Score), as well as app and webinar reviews Dialogue with clients within the scope of enquiries or complaints What purpose does stakeholder involvement/ engagement serve? Ensuring continuous dialogue to guarantee that relevant issues are identified at an early stage and solutions are developed jointly, as well as maintaining Ensuring continuous dialogue in order to identify the need for change in day-to-day consulting and business operations, to optimise processes and services, to obtain a sales perspective and feedback on Actively integrating client perspectives into the further development of product offerings and services. Reducing or mitigating negative trusting and responsible both existing and new processes impacts on clients arising from business partner relationships (landing place for impulses/ ideas) and to gain impulses for strategy, product or process-related measures New product and service the provision of MLP's services Expansion of the product range offerings, as well as adjustments and consulting services Examples of results achieved through stakeholder involvement/ engagement New portfolio of products and services, improved (application) processes, optimised services and cooperation to the application process Further development of consulting tools in the various product segments, as well as technical development and support Adoption of sustainability policies at company level to improve the transparency of the respective core business The Executive Board is informed The Executive Board is informed about results from the work Whether and how the Executive Board and/or Supervisory Board are informed about the views of the stakeholders of the results either through its own participation in the discussions with product partners or through reports from the divisional heads of product management. groups by certain members of the Executive Board attending the meetings in person, by following regular reports on the results on the intranet and by regularly discussing the results in internal meetings with the specialist departments. Annual Executive Board reporting on complaints received Understanding the interests and views of the key stakeholders is essential in order to shape MLP's strategy and business model effectively and with a long-term perspective. It makes it possible to identify at an early stage and ensure that the strategic orientation not only meets internal objectives but also external expectations. When performing the materiality analysis, the interests of the relevant stakeholder groups were captured via stakeholder representatives and the issues and views raised were taken into account. The evaluation has been incorporated into the revision and updating of the sustainability strategy, but has not led to any changes in MLP's business model. Own workforce in interaction with interests and views of stakeholders [S1_SBM-2] MLP is committed to taking the interests, views and rights of its employees into account. Chapter S1-2: Processes for engaging with own workforce and workers' representatives about impacts and chapter S1-3: Processes to remediate negative impacts and channels for own workforce to raise concerns provide insights into the involvement of employees with regard to both actual and potential impacts on them. Consumers and end-users in interaction with interests and views of stakeholders [S4_SBM-2] MLP is committed to taking the interests, views and rights of its consumers and end-users into account. Chapter S4-2: Processes for engaging consumers and end-users about impacts and S4-3: Processes to remediate negative impacts and channels for consumers and end-users to raise concerns provide insights into the involvement of consumers and end-users in relation to actual and potential impacts on them. The focus here is on the client satisfaction survey and complaints management. ‌SBM-3: Material impacts, risks and opportunities and their interaction with strategy and business model The objective of the materiality analysis is to determine both those aspects which already have existing or potentially positive/negative impacts along the value chains a result of MLP performing its business activities, as well as those which have or could potentially have a positive (opportunities) or negative (risks) impact on MLP's success as a business. This process ensures that MLP not only takes into account its own business objectives and risks, but also the concerns and expectations of various stakeholders, such as clients, investors, employees and society. The procedure used is explained in chapter IRO-1: Description of the process to identify and assess material impacts, risks and opportunities . The tables below list the sustainability-related impacts, opportunities and risks that were classified as material within the scope of the 2023 double materiality analysis and the subsequent 2025 review. In addition to this, it is stated whether the impacts, opportunities and risks are focussed on the own business activities of MLP (own business) and/or the upstream or downstream value chain (uVC or dVC) . It is also shown whether impacts are actual or potential and whether they arise directly , i.e. from the company's own activities, strategy and business model, or indirectly , through business relationships. The time horizons within which the impacts, opportunities and risks can reasonably be expected are also shown (short, medium and long term) . E1: Climate change As a primary service provider, the physical processes of the MLP Group and the associated climate impact are more restricted when compared to a manufacturing company with extensive supply chains. Nevertheless, there is awareness that climate change also harbours material impacts, opportunities and risks for the MLP Group and its business model in the areas of energy , climate change mitigation and adaptation to climate change : Summary IRO number and description Energy Positive impact Consulting and product solutions in the field of No. E1-PA1: Supporting the energy transition by developing, promoting and financing projects in the field of renewable energy uVC & dVC renewable energy generation generation or residential and commercial properties with low energy Actual Direct & indirect Mid-term & long-term and high energy-efficiency real estate consumption / a high energy efficiency rating, as well as by offering insurance expertise and innovative insurance solutions for renewable energy generation. Climate change mitigation Positive impact Entire value chain Actual Direct Mid-term Incentivisation of the green transformation No. E1-PA2: By selling climate-friendly or climate risk-reducing financial and insurance products, financial consulting actively contributes to promoting the "green" transformation and the transition to a more sustainable economy. Summary IRO number and description Positive impact Own business Actual Direct Short-term, mid-term & long-term Negative impact Own business Potential Direct Short-term, mid-term & long-term Greenhouse gas reduction target Investments in GHG-intensive sectors/companies No. E1-PA3: Through the publicly communicated greenhouse gas reduction target for operational emissions to minimise climate change, the MLP Group sets a benchmark and is a role model for other companies. No. E1-NA1: The MLP Group can actually accelerate climate change by promoting investment in GHG-intensive sectors and companies that are not prepared for the transition to a low-carbon economy. Climate change adaptation Positive impact dVC Actual Direct Short-term, mid-term & long-term Positive impact dVC Actual Direct Short-term, mid-term & long-term Expert advice on climate adaptation measures Resilience of the economy No. E1-PA4: The MLP Group achieves positive impacts on the financial security of its clients by offering expert consulting on climate change adaptation measures, for example in the insurance sector. No. E1-PA5: Asset allocation analyses in order to take into account the impact of climate change on the investment strategy and adjust clients' portfolios accordingly. This promotes sustainable funds and investments in companies that respond proactively to climate-related risks and thereby contribute to the resilience of the economy. S1: Own workforce As per MLP's business model, the qualifications, skills and well-being of the MLP Group's employees and independent consultants are of essential importance. The following topics were identified as material: Working conditions , equal treatment and equal opportunities , as well as other labour-related rights : Summary IRO number and description Working conditions Positive impact Own business Actual Direct Short-term & mid-term Mission statement and culture No. S1-PA1: A clear mission statement and a good corporate and management culture help establish transparent and supportive working conditions that promote the well-being and performance of employees. This leads to greater satisfaction and long-term loyalty to the company. Opportunity Own business Potential Short-term, mid-term & long-term Promotion of young talent No. S1-C1: Promoting young talent, among other things through our own trainees or students, provides opportunities for sustainably recruiting employees and for succession planning. Trainees and students can also bring new and often modern impulses to the company, thereby promoting the exchange and transfer of expertise between the generations. Opportunity Own business Potential Short-term, mid-term & long-term Employer attractiveness No. S1-C2: A high degree of employer attractiveness promotes recruitment and retention of employees. It also represents an opportunity to effectively counter the shortage of skilled specialists and demographic trends. Summary IRO number and description Equal treatment and equal opportunities Positive impact Own business Actual Direct Current Positive impact Own business Actual Direct Short-term & mid-term Diverse and discrimination-free working environment Expertise development No. S1-PA2: The promotion of a diverse and non-discriminatory working environment, regardless of gender, age, origin or ideology, supports the corporate culture in the MLP Group, promotes equal opportunities and increases employee satisfaction. No. S1-PA3: The active promotion of lifelong learning provides attractive opportunities for the personal and professional development of employees and optimally prepares the workforce for the skills requirements of the future. This has a positive impact on employee satisfaction and employee loyalty. Other work-related rights Negative impact Own business Potential Direct Current Data protection and information security No. S1-NA1: Data protection incidents could not only lead to rights violations against employees, but also damage employees' trust in the integrity of their employer and the reputation of MLP companies as attractive employers. S4: Consumers and end-users MLP operates in a highly regulated, complex and constantly changing market and competitive environment, combined with the aspiration of keeping a discerning clientele happy in the long term as the partner for all financial matters. Clients are among MLP's relevant stakeholders. The impact on this group, as well as strategies and measures in this area, are therefore essential for the MLP Group. The following topics were identified as material Data protection and information security , as well as responsible consulting: Summary IRO number and description Data protection and information security Negative impact dVC Potential Direct Current Negative impact dVC Potential Direct Short-term, mid-term & long-term Violation of personal rights Unequal treatment No. S4-NA1: Data protection breaches relating to client data can violate the rights of clients (for example violation of personal rights, violations of the German General Equal Treatment Act (AGG)) and cause considerable personal and financial damage. The stakeholder groups affected are primarily private clients. No. S4-NA2: Discrimination against clients on the basis of risk profiles in general, as well as in the case of risk profiles created after data protection breaches (for example health check). The stakeholder groups affected are primarily private clients.

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