ANNUAL INTEGRATED REPORT 2025, consisting of the Directors’ Report, which includes the Sustainability Report, the Consolidated Financial Statements and the Financial Statements of Prysmian S.p.A.

ACCELERATING GROWTH

Letter from the CEO IV

Letter from the Chairman of the BoD V

Letter from the Chair of the Sustainability Committee VI

DIRECTORS'

REPORT

Contents

SUSTAINABILITY STATEMENT

1. Premise 2

2. Financial and Sustainability highlights 4

3. ESRS 2 - General disclosures 8

4. E - Environmental disclosures 50

   EU Taxonomy 50

   E1 - Climate change 66

   E2 - Pollution 94

   E3 - Water and marine resources 106

   E4 - Biodiversity and ecosystems 114

   E5 - Resource use and circular economy 130

5. S - Social disclosures 149

   S1 - Own workforce 152

   S2 - Workers in the value chain 198

   S3 - Affected communities 214

   S4 - Consumers and end-users 232

6. G - Governance disclosures 247

   G1 - Business conduct 250

7. Appendices 276

8. Certification of the Sustainability Statement pursuant to art. 81-ter, paragraph 1, of Consob Regulation no. 11971

   of May 14, 1999 as amended and supplemented 314

9. Audit report on Sustainability Consolidated Statement 315

PRYSMIAN - INTEGRATED ANNUAL REPORT 2025

CONSOLIDATED FINANCIAL STATEMENTS

1. Consolidated Financial Statements Schemes 390

2. Explanatory Notes 396

3. Certification of the Consolidated Financial Statements pursuant to art. 81-ter of Consob Regulation 11971 dated May 14, 1999

   as amended 501

4. Auditors' report 502

PARENT COMPANY FINANCIAL STATEMENT

1. Directors' report 514

2. Financial Statements Schemes 522

3. Explanatory Notes 528

4. Certification of the Separate Financial Statements Pursuant to art. 81-ter of Consob Regulation 11971 dated May 14, 1999

   as amended 583

5. Auditors' report 585

6. Report of the board of statutory auditors 592

CHAIRMAN OF THE BoD

LETTER FROM THE

I would like to thank each and every one of our stakeholders for the interest and trust you have placed in Prysmian.

As a public company, we take our responsibility to ensure clear, transparent, and accountable governance very seriously. It forms the foundation of what makes Prysmian a successful company as we look to create sustainable longterm value.

2025 has been a year of value-creation for Prysmian and its stakeholders, underlined by the excellent results - both financial and in terms of sustainability - that you will read about throughout this report.

One of the distinctive attributes of this company is the positive impact it makes through its business. This company's engineering excellence, coupled

with its vision for introducing new, sustainable

IV solutions, goes a long way toward unlocking many of the challenges our world so desperately needs to tackle.

From developing secure and reliable energy networks to integrating renewables for energy independence; from new electrification use cases to decarbonizing the industry and creating the digital connections that define our modern way of life, Prysmian is part of the solution, also as the energy and digital spheres increasingly intertwine.

PRYSMIAN - INTEGRATED ANNUAL REPORT 2025

Our corporate governance, starting from our Board of Directors and Board Committees, ensures that the company and its management are in the right condition to take full advantage of these opportunities and overcome any challenges our quickly evolving world may present in the meantime.

Prysmian's leadership is underpinned by its capacity to innovate to create a real impact for customers and society through its solutions. This is why we decided, starting this year, to expand the scope of the former Sustainability Committee. It has become the Innovation and Sustainability Committee, in line with the approach the company shared last March at Capital Markets Day in New York City. We have revised our governance toward business

Francesco Gori

Chairman, Prysmian

priorities and the company's core conviction that sustainability-driven innovation can unlock long-term value creation.

Thanks to the activities carried out by our Committees, the Board also oversees succession plans and the development and retention of talent, which are essential pillars to ensure growth and strengthen the Group's leadership. There can be no long-term value creation without valued people.

Therefore, in closing I would like to take a moment to thank our talented Prysmian employees around the world. I have been a member of Prysmian's Board of Directors for a few years now - and this is my second year as Chair - but I never stop learning. I never stop meeting new people here, tapping into new energy. Everyone I have met has left me with the confidence that we have the right culture, and the right determination to keep building on this platform.

I would also like to thank my colleagues on the Board, the Vice-Chairman and the CEO. Their skill, strategic vision and dedication to this company are fundamental in supporting Prysmian's growth. Their contribution has provided essential support for achieving the results we have achieved and will continue to be a key factor in our future success.

LETTER FROM THE CEO

When we closed 2025 - a significant year for Prysmian - I took a moment to reflect on what we have achieved. Our progress has been remarkable. We have exceeded our goals, set new records and strengthened our leadership position around the world.

Progress isn't just about financial results: 2025 marked a profound cultural and organizational evolution. We have accelerated. I'm not just referring to numbers or sustainability targets, crucial as they are. I'm talking about an acceleration in our ability to seize market opportunities, to create value by listening to our customers, to develop solutions and services that make Prysmian truly unique. All of this has been possible thanks to the commitment of our almost 34,000 colleagues, active in 109 plants, 30 research centers, and all our offices around the world.

As we shared in New York last March, the opportunities that await us remain significant. Accelerating digitalization, the roll-out of data centers, and the application of artificial intelligence - to name only a few - are also generating new demand: a need for safe, reliable, and resilient electrical and digital infrastructures. In this context, Prysmian's role is increasingly strategic.

Our position comes with significant responsibility. We are the market leader because we lead in technology and innovation, and because we place great value on the growth of our people and

Massimo Battaini

Chief Executive Officer, Prysmian

the communities in which we operate. We hold a responsibility to collaborate with suppliers and customers who share our values, contributing to the sustainable development of the entire value chain.

Our financial strength and track record of delivery represent a growth platform that we will continue to strengthen. In 2025, we accelerated both organically and through targeted M&A transactions. I'm referring to the acquisition of Channell, which expanded our presence in the world of Digital Solutions in North America, and to the acquisition of Xtera and ACSM. These last two companies will further strengthen our leadership in the Transmission business through both vertical integration and expanding

the service portfolio our Group can offer. This path V

runs parallel to the progressive repositioning of

Prysmian, as we evolve from cable producer to a global world-class solutions provider capable of offering unique, high value-added systems and services.

Acceleration was the cornerstone of the "Accelerating Growth" plan presented in New York last year and shares the title of this Annual Integrated Report, and I am proud to have seen it take shape in 2025. But 2025 is only the beginning of a new growth cycle.

The results demonstrate this, both financially and in terms of sustainability: we have achieved record levels of revenue, profitability, and free cash flow. We have made significant progress in reducing greenhouse gas emissions across the entire value chain, increasing the use of recycled materials in our products, and have grown revenues from sustainability-linked solutions.

But there is a single number - 50 - that best sums up the value of our journey. At the end of the year, 50% of our employees were shareholders in the company. It's tangible proof that the value we generate is truly earned and shared by all.

The results that we have achieved are undoubtedly worth celebrating. They will take on even deeper meaning if we can transform these results into new growth in the months and years to come. That's our commitment.

LETTER FROM THE CHAIR OF THE SUSTAINABILITY COMMITTEE

True leadership is hard-won and harder to sustain. It demands more than strong financial performance - it demands accountability for our impact on people, communities, and the planet. Prysmian takes that responsibility seriously. As a global leader in the development and modernization of energy infrastructure and digital connectivity, our reach is vast - and so is our obligation to the communities we serve.

Our role as members of the Innovation and Sustainability Committee is to ensure innovation and sustainability is not a footnote to strategy - it is the strategy. Long-term value creation and positive, measurable impact are one and the same.

This approach was most clearly expressed through our decision to place innovation and sustainability at the heart of Prysmian's Capital Markets Day in New York in March 2025. The

VI ambitious targets set for reducing greenhouse

gas emissions, sustainability-linked revenues, the circular economy, and the development of new solutions demonstrate how these principles are now an integral part of the Group's business model, strengthening its position as a responsible company oriented on the long-term.

In the past year we delivered real, measurable

results: carbon emissions were reduced by 40.2% in

Scope 1 and 2, and by 59.7% in Scope 3. Prysmian has committed to achieving Net Zero by 2035 -fifteen years ahead of our previous target.

We are also targeting Net Gain on biodiversity by 2035. Starting in 2025, the Group became a TNFD (Taskforce on Nature-related Financial Disclosures) adopter, aligning our strategy and reporting with international standards for managing nature-related risks and opportunities.

To support the circular economy, the company has increased its use of recycled materials -polyethylene jackets and copper in particular - to 21.3% of all material acquired. Sustainability-linked revenues have reached 44.2%, providing a clear indicator of our ability to develop, together with our customers and suppliers, innovative and sustainable solutions. Our target of 55% sustainability-linked revenues by 2028 reflects how deeply sustainability-driven innovation is embedded in what we do.

From 2026, our Committee becomes the Innovation and Sustainability Committee. Not a rebranding - a statement of intent: innovation and sustainability are inseparable.

These objectives are steps along a development path that will lead the Group even further into the future. Prysmian has continued to grow, including through acquisitions. The ability to successfully integrate acquired companies is part of Prysmian's DNA and will continue to be a key factor in ensuring that all newcomers share our compliance with transparency, integrity and responsibility that have always set our company apart.

My thanks go to the Group's management, my colleagues on the Board of Directors, and members of the Innovation and Sustainability Committee for their passion, sense of belonging and dedication. Together, we are generating lasting value and a positive impact - for our stakeholders, and for the planet.

PRYSMIAN - INTEGRATED ANNUAL REPORT 2025

Ines Kolmsee

Chairwoman - Sustainability Committee

VII

DIRECTORS' REPORT

SUSTAINABILITY STATEMENT

PREMISE

2025 was an extraordinary year for Prysmian. The company achieved its best Adjusted EBITDA, Net Income, and Free Cash Flow yet. An integrated focus on revenue-driving innovation and sustainability strengthened its business model and accelerated its growth strategy.

This Integrated Annual Report combines financial and sustainability disclosures in a transparent and consistent manner, aligning with a strategic vision that permeates every aspect of Prysmian's operations, creating shared value for all its stakeholders and for society as a whole.

The integration of economic results, social outcomes and environmental impacts has been embedded into Prysmian's corporate decision-making processes. By publishing a unified report, Prysmian presents the overall effects of the Group's activities in a clear and detailed

2 manner, reflecting a management approach

that combines responsibility, innovation, and a focus on seizing global opportunities.

PRYSMIAN - INTEGRATED ANNUAL REPORT 2025

This report, prepared by Prysmian to meet its legal obligation to provide integrated financial and non-financial disclosures, fulfills regulatory requirements and shares insights into key strategies. Consequently, the document has been prepared not only for compliance purposes, but also to play a key role in demonstrating how the Group combines sustainability and financial considerations to achieve its long-term vision.

In this context, the report demonstrates how investments and actions orchestrate a balance between competitiveness and sustainable growth. Integrated presentation of the financial and non-financial data contained in the report reveals how the Group views the reciprocity of sustainability and innovation as decisive factors in the creation of value over time. These synergies reinforce Prysmian's commitment to a future in which social and environmental responsibility guide the Group's actions, creating benefits for the local communities in which it operates and protecting the global environment, even as it continues to deliver strong profits.

The separate and consolidated financial statements have been prepared in compliance with IAS/IFRS international financial reporting standards issued by the International Accounting Standards Board and published in the Official Journal of the European Union. The sustainability reporting complies with the European Sustainability Reporting Standards (ESRS), introduced by European Union Directive 2022/2464 on Corporate Sustainability Reporting (the CSRD).

ESEF (European Single Electronic Format) requirements

This PDF version supplements the official report prepared in accordance with the requirements of Delegated Regulation (EU) 2019/815 (the ESEF Regulation). The compliant version is available on the company's website and on the authorized storage mechanism, "eMarket STOR 1".

1 https://www.emarketstorage.com

Sustainability statement

Financial statement

Consolidated Financial Statements

Parent company

financial statement

3

1.

Premise

2.

Financial and Sustainability highlights

3.

ESRS 2 -

General disclosures

4.

E - Environmental

disclosure

5.

S - Social disclosures

6.

G - Governance disclosures

7.

Appendices

8.

Certification

9.

Audit report on Sustainability Consolidated Statement

FINANCIAL HIGHLIGHTS

REVENUES (M€)

19,650

17,026 (2024)

% Change: 15.41

ADJUSTED EBITDA 1 (M€)

2,398

1,927 (2024)

% Change 24.44

NET PROFIT/(LOSS) (M€)

1,294

748 (2024)

% Change 73.00

4

NET INVESTED CAPITAL (M€)

10,056

9,903 (2024)

Change: 153

DILUTED EARNINGS/(LOSS) PER SHARE (€)

4.30

2.52 (2024)

NET FINANCIAL DEBT (M€)

3,097

4,296 (2024)

Change: -1,199

PRYSMIAN - INTEGRATED ANNUAL REPORT 2025

1 Adjusted EBITDA is defined as EBITDA before income and expenses for business reorganization, non-recurring items and other non-operating income and expense.

Sustainability statement

SUSTAINABILITY HIGHLIGHTS 1

Financial statement

REDUCTION IN MARKET-BASED SCOPE 1 AND 2 GHG EMISSIONS

VS 2019 BASELINE 2

40.2%

37% (2024)

REDUCTION IN SCOPE 3 GHG EMISSIONS VS 2019 BASELINE 3

Consolidated Financial Statements

59.7%

54% (2024)

SHARE OF RECYCLED CONTENT IN PE JACKETS AND COPPER VS TOTAL PURCHASED 4

21.3%

16.2% (2024)

SUSTAINABILITY-LINKED REVENUES 5

Parent company

financial statement

44.2%

43.1% (2024)

5

PERCENTAGE OF WOMEN EXECUTIVES 6

22.6%

19.2% (2024)

EMPLOYEE SHAREHOLDERS 7

50%

46% (2024)

1. Channell is not included in the data shown, as set out in detail in the section ESRS 2 - General Disclosures and in the Methodological Note in this report.

2. Reduction in GHG emissions linked to operational sites (Scope 1 and 2) versus 2019, in line with SBTi target. Scope 2 is calculated

   using a Market-based method.

3. Reduction in GHG emissions linked to the upstream and downstream value chain (Scope 3) versus 2019, in line with the SBTi target. The reduction has been calculated taking into account the methodological update; for further details, please refer to the Target section of the ESRS E1 chapter in this document.

4. Percentage by weight of recycled content in certain materials purchased. The scope of the indicator includes 1) copper purchased at Group level, excluding occasional suppliers and semi-finished products and 2) polyethylene used for cable jackets, excluding applications for which customers do not allow the use of secondary materials. For further details, please refer to the Methodological Note section of this document.

5. Percentage of total Revenues generated by products and solutions with a net positive environmental impact, or a reduced negative environmental impact compared with industry standards. Sustainability-linked revenues, as defined in the OI-R&D-CD-002 operating procedure, are revenues from products and solutions that meet E Path, E3X, Green Overhead Lines, Green Al Rod & Strip, Sirocco and Transmission BU criteria. The classification of the lines is not carried out as required by EU Regulation. For further details, please refer to the Methodological Note section of this document.

6. Women executives (job grade 20 and above) as a share of the total number of executive employees. Job grades of 20 and over refer to the most senior management and leadership positions within the organization. This generally regards key management personnel with broad responsibility for decision-making and resource management and a significant impact on the entity's financial, social and environmental performance. These management grades make a decisive contribution to defining the entity's policies and governance and to implementing sustainability goals. The KPI demonstrates the Group's ability to both promote people to leadership roles from within the organization and to hire them in the market, in addition to its ability to retain talent.

7. Number of employees who hold Prysmian shares held in the Company's administrative accounts through the GROW, YES and

   BE IN plans as at December 31, divided by the total number of employees eligible to participate in at least one of the plans.

   1.

   Premise

   2.

   Financial and Sustainability highlights

   3.

   ESRS 2 -

   General disclosures

   4.

   E - Environmental

   disclosure

   5.

   S - Social disclosures

   6.

   G - Governance disclosures

   7.

   Appendices

   8.

   Certification

   9.

   Audit report on Sustainability Consolidated Statement

   
   
   
   
   
   
   

   ESRS 2 - GENERAL DISCLOSURES

   
   
   

   ESRS 2 - GENERAL DISCLOSURES

   Basis of preparation

   Scope of reporting

   Prysmian's integrated reporting enables a holistic approach that factors in strategy,

   Metrics related to companies liquidated during the year are reported through to the liquidation date. Companies liquidated in 2025 are:

   Liquidated companies Nation Date

   Rodco Ltd UK April 8, 2025

   governance, production activities, financial

   performance and interactions with relevant

   Prysmian Projects North America, LLC

   USA November 5, 2025

   social, environmentalandeconomicdimensions. Integration of Prysmian's sustainability and financial reporting not only fulfills its compliance requirements; it is of strategic importance for the Group.

   The Integrated Annual Report, approved by the Board of Directors on February 25, 2026, consists of Prysmian's Report on Operations (combining financial disclosures and the Sustainability Statement, which includes also disclosures required by the EU Taxonomy Regulation EU

8. 852/2020), and Consolidated and Separate

PRYSMIAN - INTEGRATED ANNUAL REPORT 2025

Financial Statements. The data and disclosures reported in the Sustainability Statement refer to all companies forming part of Prysmian as of December 31, 2025, consolidated on a line-by-line basis, with the exception of Channell, acquired by Prysmian in June 2025. It should be noted that Channell, although consolidated within the Prysmian's financial perimeter for a period of seven months, is not included in the reporting perimeter of this Consolidated Sustainability Report1. This exclusion is due to the fact that the company's integration into Prysmian's North American structure and into the related sustainability reporting systems will begin in January 2026. Given the limited materiality of the company in relation to the overall size of Prysmian, Channell is therefore excluded from the ESG reporting perimeter for the 2025 reporting year.

P.O.R. S.A.S. France December 19, 2025

General Cable Investments, Portugal December 29, 2025 SGPS, Sociedade

The Consolidated Sustainability Statement 2025 is subject to a limited review conducted in compliance with Italy's Standard on Sustainability Assurance Engagements (SSAE) by PwC S.p.A. In addition, for 2025, Prysmian has voluntarily subjected a selection of performance indicators (please refer to the Appendices section and the Methodological Note in the section "Indicators subject to reasonable assurance") to a full reasonable assurance review in accordance with International Auditing Standard ISAE 3000 Revised.

In addition, subsidiaries are exempt from producing their own sustainability statements under article 29a(8) of Directive 2013/34/EU (please refer to Appendix A for a full list of companies). As of December 31, 2025, no further companies, other than the listed company, Prysmian S.p.A., are required to publish reports under the CSRD.

This Sustainability Statement covers the Group's upstream and downstream value chain, as considered in the materiality assessment conducted to identify material impacts, risks and opportunities. The actions, metrics and targets related to Scope 3 emissions and the percentage of recycled content in PE jackets and copper, described in this document, also include data for the value chain. Please refer to the specific sections of this document for further details.

1 Please note that Channell was included in the Group's financial consolidation scope for a period of seven months, and its potential impacts were assessed as part of the double materiality analysis. This assessment showed that the IROs already reported are adequate to also cover the newly acquired entity and that its contribution to the related quantitative metrics is not material. Therefore, Channell is not included in the scope of this consolidated sustainability reporting, as this does not entail any significant impact on the reported results.

Figures for CapEx and OpEx related to certain "Actions" described in the various sections of this document have not been reported. This reflects both financial significance and confidentiality requirements, given the sensitive nature of the information. Situations in which such data are not disclosed are clearly indicated in relation to the relevant action. In certain cases, figures for CapEx and OpEx are provided, even if not financially significant. This has been done to give greater substance to the initiatives undertaken.

Disclosure on specific circumstances

The Group defines time horizons in line with ESRS 1 requirements as follows:

short term: one year;

medium term: one to five years; long term: over five years.

In this document, specific metrics include estimated figures for the upstream and/or downstream value chain, based on indirect sources such as industry averages or other proxy data. Each section includes information on the methods used to calculate KPIs and, where necessary, the related estimates.

It should be noted that, in particular, certain Scope 3 data have been estimated using information from industry studies, industry databases, proxy-based calculation models, and data provided by third parties. The accuracy of these estimates depends on the availability and

quality of the sources used, the reliability of the parameters applied, and the methodological assumptions used. Details of the estimates are provided in relation to the relevant metrics.

Sustainability statement

Financial statement

Consolidated Financial Statements

Parent company

financial statement

With regard to certain categories of estimated emissions with a more material impact, Prysmian gathers primary data directly from suppliers. This is done to adjust calculation methods to bring them up to date and develop monitoring and tracking systems to reduce dependence on indirect estimates. This approach aims to ensure greater transparency and reliability of the information shown, in compliance with regulatory requirements.

Further information on environmental topics is provided in the following sections dealing with each of the thematic ESRS.

Global leadership

With a direct presence in over 50 countries worldwide, 109 plants, 30 research and development centers and a workforce of

approximately 34,0002, Prysmian is the leading 9

provider of solutions for energy and digital connections. The Group is headquartered in Milan, Italy, where it employs approximately 1,000 people. Regional headquarters are located in North America, South America, EMEA and APAC. The total employees is distributed among the different geographic areas as follows:

EMEA

NORTH AMERICA

SOUTH

AMERICA APAC

1.

Premise

2.

Financial and Sustainability highlights

~17,000 ~10,200 ~3,400 ~3,000

Further details are provided in section ESRS S1-Own workforce.

1. The reported figures also include Channell, which has a total headcount of 953.

   3.

   ESRS 2 -

   General disclosures

   4.

   E - Environmental

   disclosure

   5.

   S - Social disclosures

   6.

   G - Governance disclosures

   7.

   Appendices

   8.

   Certification

   9.

   Audit report on Sustainability Consolidated Statement

   PRYSMIAN: GLOBAL LEADERSHIP

   
   
   

   Countries

   Plants

   >50

   109

   Employees

   ~34

   ,000

   7

   Cable-laying vessels

   30

   R&D centers

   NORTH AMERICA 29

   10

   Plants

   Canada

   Lapointe

   Oshawa (Toronto)

   Prescott St. Jerome St. Maurice

   USA

   Abbeville - SC Battleboro Wireway - NC Bridgewater - NJ Claremont - NC

   PRYSMIAN - INTEGRATED ANNUAL REPORT 2025

   Du Quoin - IL Indianapolis - IN Jackson - TN Lawrenceburg - KY Lexington - SC Lincoln - RI Manchester - NH Marion - IN

   Marshall - TX Mc Kinney - TX Nevadart - NV

   North Dighton / Taunton - MA Paragould - AR

   Rocky Mount - NC Schuylkill Haven - PA Sedalia - MO

   Texas-Rockwall 1 - TX Texas-Rockwall 2 - TX Williamsport - PA Willimantic - CT

   LATIN AMERICA 13 Plants

   Argentina

   La Rosa

   Brazil

   Joinville

   Poços de Caldas

   Sorocaba Boa Vista Sorocaba Eden Vila Velha

   Chile

   Santiago

   Colombia

   Bogota

   Costa Rica

   Heredia

   Mexico Durango Nogales Piedras Negras Tetla

   
   
   

   Sustainability statement

   Financial statement

   EMEA 50

   Consolidated Financial Statements

   Plants

   Angola

   Luanda

   Czech Republic

   Velké Mezirící

   Estonia

   Keila

   Finland

   Ouli EN & TLC Pikkala

   France Amfreville Charvieu Chavanoz Cornimont Douvrin Gron Montereau Paron

   Sainte Geneviève

   Germany Neuernberg & Koeln Neustadt Nordenham Schwerin Wuppertal

   Hungary Balassagyarmat Kistelek

   Italy

   Arco Felice Giovinazzo Livorno Mare Merlino

   Pignataro Maggiore Quattordio

   Ivory Coast

   Sicable

   Netherlands Delft Eindhoven Emmen Nieuw Bergen

   Norway

   Drammen

   Oman Muscat - OCI Sohar - OAPIL

   Portugal

   Morelena

   Romania

   Slatina

   Russia

   Rybinsk

   Slovakia

   Prešov

   Spain

   Abrera

   Santa Perpetua Santander Vilanova

   Sweden

   Nässjö

   Tunisia Grombalia Menzel

   Turkey

   Mudanya

   UK

   Aberdare Bishopstoke Wrexham

   Parent company

   financial statement

   11

   1.

   Premise

   2.

   Financial and Sustainability highlights

   3.

   ESRS 2 -

   General disclosures

   4.

   APAC 17 Plants

   Australia Amapro Dee Why JCS

   Liverpool W&BT

   China Nantong ZD Shangai 1

   Shangai 2 Suzhou Tianjin Yixing

   Philippines

   Manila

   India

   Chiplun

   Indonesia

   Cikampek

   Malaysia

   Melaka

   New Zealand

   Auckland

   Thailand

   Rayong

   E - Environmental

   disclosure

   5.

   S - Social disclosures

   6.

   G - Governance disclosures

   7.

   Appendices

   8.

   Certification

   9.

   Audit report on Sustainability Consolidated Statement

   Prysmian: Accelerating Growth

   Prysmian is the global leader in energy and digital connections. Originally founded as Pirelli Cavi e Sistemi in 1879, the company became Prysmian in 2005 following its acquisition by Goldman Sachs. Prysmian debuted on the Milan Stock Exchange in 2007, becoming a fully public company. Today it is controlled by international institutional investors and the company's primary strategic objective is to create value over the long term.

   Since its foundation in 2005, Prysmian has established itself as the global leader in its industry, thanks in part to major acquisitions including the purchase of Draka in 2011 and General Cable in 2017. In 2024 the company's growth journey accelerated, allowing Prysmian to consolidate its global leadership position and build on efforts from the previous year, when the company presented its strategic targets at its first-ever Capital Markets Day in Naples.

   In 2024 Prysmian acquired Encore Wire, a leading US manufacturer of electrical cables. The transaction significantly enhanced Prysmian's position in the US market, making it the overall

   12 market leader, and strengthened its product

   range and geographical portfolio in North America. Encore Wire is known for its integrated, cost-effective operating model, providing quality and rapid service from its standalone, highly efficient manufacturing and distribution center in Texas. In 2024, Prysmian also acquired Warren & Brown, an Australian company specialized in telecom connectivity solutions.

   PRYSMIAN - INTEGRATED ANNUAL REPORT 2025

   These strategic inorganic investments, united with solid long-term secular market trends in the energy and digital sectors, allowed Prysmian to communicate new mid-term targets and update its strategy at a second Capital Markets Day, held in New York City in March 2025.

   The company's strategic plan - Accelerating Growth - underpins Prysmian's evolution from cable manufacturer to global solutions provider, and informs the company's commitment to creating sustainability-driven innovation. The Group is developing new, high-added-value solutions to drive additional value creation, while taking full advantage of its unique market position thanks to its unmatched synergistic portfolio, which enables it to capture growth faster than its competition.

   This commitment is also backed by ambitious financial and sustainability targets - including a commitment to achieving Net Zero in Scopes 1,

   2 and 3 by 2035, fifteen years ahead of the company's original target.

   In 2025, the company also supplemented its position as a solutions provider through the acquisition of Channell, an American company and leader in connectivity solutions.

   Through Accelerating Growth, Prysmian seeks out both organic and inorganic growth opportunities as ways to enhance its global leadership position, while at the same time continuing to create value for customers and stakeholders as the company seizes opportunities arising from the energy transition, energy security, electrification, decarbonization and digitalization.

   Targets for 2028

   Through "Accelerating Growth", Prysmian aims to further consolidate its global leadership, leveraging:

   organic and inorganic growth;
   
   enhancing its offer to customers as a solutions provider through sustainability-driven innovation;
   
   Prysmian's unmatched synergetic portfolio; talented and committed people.
   
   

   Prysmian's 2028 Targets:

   Adjusted	EPS growth,	Free Cash Flow	ROCE between	Workforce
   EBITDA	with CAGR	between €1,500	20% and 22%	engagement:
   between	rising between	and €1,700	(up from 16%	over 50% of the
   €2,950 and	15% and 19%	million with an	in 2024)	workforce to be
   €3,150 million	to €4.60 -	EBITDA		shareholders by 2028
   (versus €1,927 million in 2024);	€5.20;	conversion rate of over 50%;		(achieved 3 years early in 2025), thanks
   				to widely available
   				schemes such
   				as GROW, YES
   				and BE IN.

   Business model

   Prysmian's business model is built on a strategy centered around sustainable growth, advanced R&D, expansion into new markets, and the acquisition of new technical know-how.

   The Group's activities are divided into four operating segments:

   1. Transmission: includes the Submarine Power and Land HVDC business units. This operating segment focuses on the transmission of renewable energy through innovative cable solutions. It includes the following high-tech and high value-added

      business lines: High Voltage Alternate Current (HVAC), Power Distribution, Overhead Lines, Network Component Medium Voltage/Low Voltage and EOSS Medium Voltage/Low Voltage.

      Sustainability statement

      Financial statement

      Consolidated Financial Statements

      3. Electrification: includes various energy-related businesses, with an innovative end-to-end product range, designed to meet the growing need for electricity in different market segments, specifically: Industrial and Construction; Specialties, in turn including OEM, Renewables, Elevators, Automotive, Oil & Gas and Downhole technologies (DHT). Other: sales of remaining products produced on an occasional basis.

      Parent company

      financial statement

      businesses: High Voltage Direct Current 4. Digital Solutions: includes the Fiber and

      (HVDC), Network Component High Voltage, Submarine Power, Submarine Telecom, Offshore Specialties and EOSS High Voltage.

   2. Power Grid: includes the HVAC (High Voltage Alternate Current), Power Distribution and Overhead Lines business units. These businesses support the modernization of power grids using innovative technologies. The segment is organized into the following

      Optical Cables, Connectivity, Multimedia & Inside Plant Cables (MMS) businesses, and regards the manufacture of connectivity cables and solutions used in telecommunications networks. The segment is organized into the following business lines: fiber optics, optical cables, connectivity components and accessories, OPGW (Optical Ground Wire) cables and copper cables.

      In accordance with IFRS 83, this below is a breakdown of the Group's 2025 revenues by operating seg- 13

      Prysmian serves customers in the energy, telecommunications infrastructure, and industrial sectors, providing solutions ranging from power transmission to data management. Here is an

      Customers in this segment primarily focus on high-voltage power transmission solutions and connections between power plants and distribution networks.

      ment:
      Revenues by segment - ESRS	Revenues by segment - IFRS 8	UdM	2025
      Energy Production & Utilities sector	Power Grid	Euro M	3,811
      Energy Production & Utilities sector	Electrification	Euro M	10,959
      Energy Production & Utilities sector	Transmission	Euro M	3,262
      Media & Communication sector	Digital Solutions	Euro M	1,618
      Total		Euro M	19,650
      				1.

      Premise

      2.

      Financial and Sustainability highlights

   3. ESRS 2 -

      overview of the company's four operating seg- 2. Power Grid:

      General disclosures

      ments and the customer categories each seg-

      ment addresses:

      1. Transmission:

         • TSOs (Transmission System Operators)

         • Utilities

         • Major power generation plants

         • Governments and public agencies that are responsible for energy infrastructure.

      • DSOs (Distribution System Operators)

      • Utilities (both public and private)

      • Industrial plants with the need to manage electricity distribution.

      Customers in this segment are involved in managing and maintaining electricity distribution networks, with a focus on low- and medium-voltage solutions.

   4. E - Environmental

      disclosure

   5. S - Social disclosures

   6. G - Governance disclosures

   7. Appendices

   8. Certification

   Audit report on Sustainability

2. In order to address data point SBM-1 40(b), the sectors set out in the draft document "EFRAG Sector Classification Standard"

   were used as a reference.

   Consolidated Statement

   1. Electrification:

      • Industrial sector (above all for high-capacity electrical systems)

      • Construction companies (infrastructure and construction)

      • Automotive, marine and rail sectors

      • E-mobility sector (e.g., EV charging infrastructure).

        Customers in this segment are firms seeking solutions for the supply of electricity to industrial plants, buildings, and other facilities.

   2. Digital Solutions:

      • Major telecommunications businesses

      • Data centers

      • Internet and cloud service providers

      • Wireless and fiber optic communications providers.

        Customers in this segment are primarily firms seeking advanced data management and transmission solutions, such as telecommunications infrastructure and data centers.

        The Group does not operate in the following sectors: fossil fuels, chemical production, "controversial" arms production (as defined by

        14 the ESRS: landmines, cluster munitions, chemical and biological weapons) or tobacco farming and production.

        Key aspects of Prysmian's business model

        include:

        1. Leadership in sustainability-driven innovation

           PRYSMIAN - INTEGRATED ANNUAL REPORT 2025

           Prysmian constantly invests in research and development to create sustainability-driven innovative solutions that respond to global challenges, such as the energy transition, digitalization, and sustainability. The company is at the forefront of the development of cables for renewable energy, smart grids, and high-speed communications, while thinking

           about the long-term positive impact its solutions can achieve. Prysmian is committed to innovating its products to better meet its customers' needs, with constant attention to the environment and society. This includes the use of low environmental impact materials, the reduction of CO2emissions, and the improvement of energy efficiency in its factories and production processes. In carrying out its activities, the Group takes particular account of ESG issues and the impacts, risks, and opportunities generated and experienced. In this regard, Prysmian integrates these elements into its strategy.

        2. Diversification of products and services The ability to diversify and adapt to the needs of different sectors is a distinctive feature of the Group's model. This has been further strengthened by the acquisitions of Encore Wire, Warren & Brown and Channell. Prysmian is also constantly engaged in expanding its service offering to ensure the company's ability to provide a full range of energy and communications cable solutions.

        3. Global manufacturing and commercial footprint

           Prysmian's worldwide manufacturing and distribution network enables the Group to serve a global customer base, with special focus placed on emerging markets and rapidly developing economies.

        4. Vertical integration throughout the value chain, from design to production, and from installation to maintenance

        The aim is to ensure full control over quality, timing, and costs. This approach allows the Group to respond to customer needs rapidly and efficiently by offering reliable, tailor-made solutions. Vertical integration enables the Group to optimize production processes, innovate more rapidly, and boost competitiveness in its core energy and telecommunications markets.

        Sustainability strategy: Net Zero

        and Net Gain by 2035 plus new economic and social targets for 2028

        During the Capital Markets Day held in New York in March 2025, Prysmian presented an ambitious and structured sustainability strategy, fully integrated with the "Accelerating Growth" strategic plan. This confirms the Group's desire to responsibly lead the global energy and digital transition.

        At the heart of Prysmian's sustainability strategy is its focus on climate, setting the ambitious target of achieving Net Zero throughout the value chain by 2035. This is one of the most challenging goals at an international level and is fully aligned with the standards set by the Science Based Targets initiative (SBTi). The plan targets a significant reduction in direct emissions, cutting Scope 1 and 2 emissions by 60% by 2030 and 90% by 2035, compared with the 2019 baseline. This will be achieved through a series of measures designed to optimize energy efficiency in factories and increase the use of renewable energy.

        For Scope 3 (emissions involving suppliers and customers), Prysmian has set an industry-leading emission reduction target of 65% by

        2030, extending the Net Zero by 2035 goal to the entire value chain. This part of the plan is particularly complex and challenging, as it requires active engagement and collaboration from the entire supplier ecosystem. Prysmian is committed to establishing lasting partnerships based on sustainability criteria, promoting transparency and the sharing of environmental best practices. Innovation plays a key role in enabling the adoption of low impact production processes and more sustainable materials, driving the supply chain towards more responsible, circular models. Prysmian's climate strategy also includes a focus on avoided emissions. This reflects the development and deployment of innovative technologies, enabling more efficient and sustainable management of energy and digital infrastructures. These innovations include the energy transition activities undertaken by Transmission, the E3X robot used in the smart upgrade of networks, and the Sirocco Extreme compact optical solutions and digital systems for use in predictive and smart maintenance, such as PryID, Alesea, All-Ground, EOSS and Elaspeed S.

        Sustainability statement

        Financial statement

        Consolidated Financial Statements

        Parent company

        financial statement

        More details on the Group's climate strategy are 15

        provided in chapter ESRS E1 of this report.

        ACCELERATION OF PRYSMIAN'S DECARBONIZATION COMMITMENT

        Baseline 2019

        Result 2025

        Target 2030 Target 2035

        1.

        In line

        with the 1.5°C trajectory

        -40.2%

        Scope 1&2

        -60%

        Percentage reduction in GHG emissions (%)

        -59.7%

        Scope 3

        -65%

        -90%

        
        
        

        Premise

        2.

        Financial and Sustainability highlights

        3.

        ESRS 2 -

        General disclosures

        4.

        E - Environmental

        disclosure

        5.

        S - Social disclosures

        6.

        G - Governance disclosures

        7.

        Appendices

        8.

        Certification

        9.

        Audit report on Sustainability Consolidated Statement

        Another key pillar of the sustainability strategy is protecting biodiversity4, where Prysmian has set a goal of achieving Net Gain5 by 2035 in areas of high ecological value in which the Company operates. To do this, the Group has mapped production sites and infrastructure projects using geographical surveys and industry benchmarks. Prysmian has engaged with local communities and drawn up prevention, compensation and ecosystem restoration plans. Prysmian was one of the first manufacturers in the world to adopt the TNFD (Taskforce on Nature-related Financial Disclosures) framework. This commits the Group to provide transparent and standardized disclosures of nature-related risks and opportunities. As a result, this statement includes specific indicators on the presence of sensitive areas, impacts on terrestrial and marine ecosystems, and environmental mitigation projects (further information on this topic is provided in section ESRS E4).

        Environmental sustainability is accompanied by ambitious economic and social targets. The Group aims to ensure that over 55% of revenues are sustainability-linked by 2028, and to boost the use of recycled materials in production

        16 processes as part of a circular economy

        approach.

        In social terms, the Group considers inclusion and active participation to be strategic pillars for the company. By 2028, over 50% of the workforce will be shareholders in the company thanks to widely available programs such as GROW, YES and BE IN. This confirms a corporate culture founded on shared value. In recent years, Prysmian has also strengthened the mapping and measurement of ESG performance

        throughout its value chain. This has led to adoption of a holistic, proactive approach involving not only direct production activities, but also suppliers, partners and customers. In this way, the Group is reinforcing its competitiveness, improving quality, innovation and market reactiveness. This confirms the Group's role as a credible and responsible player in the global drive towards a low-carbon economy with a highly positive impact.

        Prysmian's Sustainability Impact Scorecard 2023-2025

        To set a credible path to sustainability and give substance to the long-term commitments assumed, Prysmian has set clear, measurable short-term goals, with progress monitored annually. To this end, the Group has introduced a three-year impact scorecard (2023-2025, with a 2022 baseline). This includes 12 impact KPIs designed to strengthen measurement, monitoring and disclosure of the results achieved.

        Each KPI in the scorecard is associated with the European Sustainability Reporting Standards (ESRS) provided for in the CSRD, and reflects the Group's material topics, which were identified following a double materiality assessment. KPIs were monitored regularly by the Sustainability and Investor Relations teams, and communicated every three months to the Sustainability Committee, ensuring oversight of the progress achieved.

        Despite the complexities linked to expansion of the scope and the post-acquisition transition, non-financial indicators have, in certain specific cases, recorded a major improvement, with many exceeding various targets set for 2025.

        PRYSMIAN - INTEGRATED ANNUAL REPORT 2025

3. The term "Biodiversity", as used by Prysmian in the 2025 Integrated Annual Report, refers to: "The variability among living organisms from all sources, including terrestrial, marine and other aquatic ecosystems, and the ecological complexes of which they are a part. This includes variation in genetic, phenotypic, phylogenetic and functional attributes, as well as changes in abundance and distribution over time and space within and among species, biological communities and ecosystems." Sources: Convention on Biological Diversity (CBD, 1992); biodiversity_ga1_sua_ipbes-ipccco-sponsoredworkshoponbiodiversitya ndclimatechange_ama_afa_eca_nxs_tca | IPBES secretariat; ESRS glossary.

4. The term Net Gain refers to a situation in which after all negative impacts, mitigation measures and improvements have been taken into account, the quantity and quality of habitats, species and ecological functions are measurably better than before.

Sustainability statement

Financial statement

Consolidated Financial Statements

IMPACT SUSTAINABILITY SCORECARD 2023-2025

electricity from renewable

Number of households

(market-based) vs 2019

revenues (5)

in PE jackets and copper (6)

executives (8)

G1-Business Conduct

of e-training on topics related to ethics and integrity (12)

75%

89.3%

90%

90%

90%

workforce

shareholders (11)

Parent company

financial statement

17

1. Number of households provided with access to electricity from renewable sources: Estimated number of households connected to renewable energy through Prysmian products. This includes installed capacity through photovoltaic panels, onshore and offshore wind turbines, and interconnections associated with renewable energy production.

2. Number of households provided with fast digital access: Estimated number of households with fast digital access (defined as FTTH, FTTB, DOCSIS 3.0) thanks to Prysmian products.

3. Percentage reduction in GHG emissions (market-based Scope 1 and 2) vs 2019 baseline: Reduction in GHG emissions linked to operational sites (Scope 1 and 2) versus 2019, in line with SBTi target. Scope 2 is calculated using a Market-based method.

4. Percentage reduction in Scope 3 emissions vs 2019 baseline: Reduction in GHG emissions linked to the upstream and downstream value chain (Scope 3) versus 2019, in line with the SBTi target.

5. Sustainability-linked revenues: Percentage of total revenues generated by products and solutions with a net positive environmental impact, or a reduced negative environmental impact compared with industry standards. Sustainability-linked revenues, as defined in the OI-R&D-CD-002 operating procedure, are revenues from products and solutions that meet E Path, E3X, Green Overhead Lines, Green Al Rod & Strip, Sirocco and Transmission BU criteria. The figure of 44.2% is calculated excluding Channell; including this entity in the scope (in the denominator) the KPI is 43.7%.

6. Share of recycled content in PE jackets and copper: Percentage by weight of recycled content in certain materials purchased. The scope of the indicator includes 1) copper purchased at Group level, excluding occasional suppliers and semi-finished products and 2) polyethylene used for cable jackets, excluding applications for which customers do not allow the use of secondary materials.

7. Percentage of female desk workers hired: Share of women desk workers on permanent contracts out of the total number of desk workers on permanent contracts. This indicator includes all desk workers hired externally (including recruitment programs) and all conversions from agency/ fixed-term to permanent contracts.

8. Percentage of women executives: Women executives (job grade 20 and above) as a share of the total number of executive employees. Job grades of 20 and over refer to the most senior management and leadership positions within the organization. This generally regards key management personnel with broad responsibility for decision-making and resource management and a significant impact on the entity's financial, social and environmental performance. These management grades make a decisive contribution to defining the entity's policies and governance and to implementing sustainability goals. The KPI demonstrates the Group's ability to both promote people to leadership roles from within the organization and to hire them in the market, in addition to its ability to retain talent.

9. Safety Assessment Plan: This indicator scores the Group's various plants based on the maturity of their safety management systems, calculated following an audit conducted by a specialist external company. The indicator consists of four categories with different weightings (governance, employee engagement, risk assessments, injury frequency rate). At the end of the audit, an overall score is assigned on a scale of 1 (minimum) to 5 (maximum). From 2025, this figure is no longer reported, as the previous KPI has been replaced by the "severity rate", an indicator deemed to better reflect safety levels in Prysmian's plants. This decision reflects the desire to focus on reducing the most serious injuries, taking a broader view rather than focusing only on the total number of injuries.

10. Leadership Impact Index: Index calculated as the percentage of employees who declared a level of engagement with the company of at least 5 out of 7 points in the Speak Up survey conducted by the Company.

11. Percentage of employee shareholders: Number of employees who hold Prysmian shares held in the Company's administrative accounts through the GROW, YES and BE IN plans as at December 31, divided by the total number of employees eligible to participate in at least one of the plans.

12. Percentage completion of e-training on topics related to ethics and integrity: Includes e-learning conducted through the Group's business management system and is for all desk workers (excluding business partners, consultants, contractors, employees on leave of 30 days or more and trainees on fixed-term contracts). It is subject to annual approval of the compliance plan by the Board of Directors. Topics may include one or more of the following: code of ethics, anti-corruption, gifts, conflicts of interest, Helpline or commercial policy.

1.

Premise

2.

Financial and Sustainability highlights

3.

ESRS 2 -

General disclosures

4.

E - Environmental

disclosure

5.

S - Social disclosures

6.

G - Governance disclosures

7.

Appendices

8.

Certification

9.

Audit report on Sustainability Consolidated Statement

New Sustainability & Innovation Scorecard 2026-2028

From 2026, Prysmian will introduce a new Sustainability & Innovation Scorecard 2026-2028. This is an impact scorecard covering a three-year period with a baseline of 2025 and targets set for 2028. The new scorecard forms a key part of the Group's sustainability roadmap and is a strategic tool for translating ESG commitments and innovation priorities into measurable, monitorable goals that can be integrated into decision-making processes.

The Sustainability & Innovation Scorecard 2026-2028 reinforces Prysmian's approach to sustainable value creation over the medium/ long term. It will allow the Group to align sustainability and innovation priorities with business strategy and stakeholder expectations. By setting clear targets and performance indicators, the scorecard supports effective management of ESG performance and innovation drivers, facilitating transparency, accountability and continuous improvement.

In devising the new scorecard, Prysmian has

chosen to ensure continuity with the previous

18 version. The Group has kept key indicators and the previously monitored areas of intervention communicated during the Capital Markets Day (March 26, 2025). These KPIs are fully aligned with the four-year strategic plan andcoordinated with the financial targets set for the same time horizon.

This approach allows Prysmian to ensure consistency in measuring and reporting performance over time. It ensures comparability of the results and effective monitoring of the Group's progress. The scorecard also includes ESG KPIs that will be reflected in remuneration starting in 2026 (the MBO plan and three-year GROW plan), consolidating the link between sustainability, innovation and incentive schemes.

At the same time, the Sustainability & Innovation Scorecard 2026-2028 introduces new KPIs specifically focused on innovation and sustainability. These have been devised to reflect the growing role that technology, research and the development of advanced solutions play in the Group's transformation. Integration of these new indicators will enable Prysmian to further expand its sustainability vision, harnessing human capital, promoting solid and responsible governance and strengthening the Group's ability to deliver innovation to support the energy and digital transition.

PRYSMIAN - INTEGRATED ANNUAL REPORT 2025

The Sustainability & Innovation Scorecard 2026-2028 was defined through a structured, collaborative process. This involved those corporate functions associated with the various KPIs, guaranteeing an integrated approach. The scorecard was then submitted to the Sustainability Committee for approval, before being presented to the Board of Directors, confirming its importance for both strategy and governance. The Strategy and Sustainability team is responsible for overall management of the scorecard, as for coordinating its definition and monitoring.

IMPACT SUSTAINABILITY & INNOVATION SCORECARD 2026 - 2028

Sustainability statement

Financial statement

SDG Related ESRS topic KPI Result 2025 Target 2028

Cumulative number of households

S3-Affected Communities

E1-Climate Change

provided with access to electricity from renewable sources in the 2025-2028 period (1)

Cumulative number of households provided with fast digital access in the 2025-2028 period (2)

Percentage reduction in Scope 1 and 2 emissions (market-based) vs 2019 baseline (3)

Percentage reduction in Scope 3 emissions vs 2019 baseline (4)

28.9 mln 115 mln

Consolidated Financial Statements

3.5 mln 15 mln

40.2% 50%

65%

59.7% 63%/

Avoided emissions in Transmission business during 2025-2028

period (5)

752,321

tCO2e

6,500,000

tCO2e

29%

E5-Circular Economy

New Product & Solutions vitality (6) 28.3% 32%

Parent company

financial statement

Sustainability-linked revenues (7) 43.7% 55%

Percentage of recycled content in addressable materials (8)

21.8% 26%/

S1-Own workforce

G1-Business Conduct

Percentage of women executives (9)

Percentage of employee shareholders (10)

Percentage completion of

e-training on topics related to ethics and integrity (11)

22.6% 25%

50% > 50%

90% 95%

19

1. Cumulative number of households provided with access to electricity from renewable sources in the 2025-2028 period: Cumulative number of households potentially connected to renewable energy through Prysmian products and solutions. This includes installed capacity through photovoltaic panels, onshore and offshore wind turbines for use in renewable energy production. Unlike the 2023-2025 scorecard, in the 2026-2028 scorecard, the method of calculation has been revised by inputting data from the International Energy Agency (IEA) recalibrated with Prysmian's market share; this has resulted in a slight change in the result for 2025.

2. Cumulative number of households provided with fast digital access in the 2025-2028 period: Cumulative number of households with access to fast digital access (defined as FTTH, FTTB, DOCSIS 3.0) thanks to Prysmian products and solutions.

3. Percentage reduction in GHG emissions (market-based Scope 1 and 2) vs 2019 baseline: Reduction in GHG emissions linked to operational sites (Scope 1 e 2) versus 2019, in line with the SBTi target. Scope 2 is calculated using a market-based method.

4. Percentage reduction in Scope 3 emissions vs 2019 baseline: Reduction in GHG emissions linked to the upstream and downstream value chain (Scope 3) versus 2019, in line with the SBTi target.

5. Avoided emissions in Transmission business during 2025-2028 period: Emissions avoided thanks to installation of solutions enabling the development of renewable energy by the Transmission business unit, in line with WBSD (World Business Council for Sustainable Development) guidelines.

6. New Product & Solutions vitality: Turnover generated by sales of new products/solutions as a percentage of total turnover over a time-scale of 3 years, starting from the first customer order. The time-scale for the Transmission BU is 6 years. New products/solutions consist of market-ready products, systems or services that have required a major commitment in terms of R&D in order to be developed and that contain new elements.

7. Sustainability-linked revenues: Percentage of total revenues generated by products and solutions with a net positive environmental impact, or a reduced negative environmental impact compared with industry standards. Sustainability-linked revenues, as defined in the OI-R&D-CD-002 operating procedure, are revenues from products and solutions that meet E Path, E3X, Green Overhead Lines, Green Al Rod & Strip, Sirocco and Transmission BU criteria. The figure of 43.7% includes the Channell Group in the KPI's denominator.

8. Percentage of recycled content in addressable materials: Share of recycled content with respect to total purchases of the following materials: copper, PE for jackets, steel and lead. The addressable volume for lead is limited to the market for extruded submarine cable in Transmission BU; the addressable volume for steel is limited to the market for Overhead Lines in North America; the addressable volume for polyethylene is limited to the market for low and medium voltage cable's jackets.

9. Percentage of women executives: Women executives (job grade 20 and above) as a share of the total number of executive employees. Job grades of 20 and over refer to the most senior management and leadership positions within the organization. This generally regards key management personnel with broad responsibility for decision-making and resource management and a significant impact on the entity's financial, social and environmental performance. These management grades make a decisive contribution to defining the entity's policies and governance and to implementing sustainability goals. The KPI demonstrates the Group's ability to both promote people to leadership roles from within the organization and to hire them in the market, in addition to its ability to retain talent.

10. Percentage of employee shareholders: Number of employees who hold Prysmian shares held in the Company's administrative accounts through the GROW, YES and BE IN plans as at December 31, divided by the total number of employees eligible to participate in at least one of the plans.

11. Percentage completion of e-training on topics related to ethics and integrity: Includes e-learning courses on the Code of Ethics, anti-corruption, antitrust issues and the Helpline, conducted through the Group's business management system and aimed at all at-risk functions.

1.

Premise

2.

Financial and Sustainability highlights

3.

ESRS 2 -

General disclosures

4.

E - Environmental

disclosure

5.

S - Social disclosures

6.

G - Governance disclosures

7.

Appendices

8.

Certification

9.

Audit report on Sustainability Consolidated Statement

PRYSMIAN'S VALUE CHAIN

UPSTREAM

Procurement of raw materials and services

High-quality, readily available raw materials form the basis of the final product. Prysmiantakes a responsible approachto procurement, building solid, long-term relationships with suppliers.

Direct operations

20 Research and development (R&D): cable innovation underpins our competitiveness. Our worldwide R&D centers develop new power transmission and telecommunications solutions.

Production: our state-of-the-art plants guarantee quality, security and reliability. Automation and process optimization cut costs and boost efficiency.

PRYSMIAN - INTEGRATED ANNUAL REPORT 2025

Product use, maintenance and end of life

Distribution and logistics: a global network of factories and warehouses guarantees rapid, affordable delivery.

Installation and customer care: Prysmian doesn't just sell cables: we provide technical advice and support for maintenance and the management of complex projects. Our underground and subsea cables incorporate advanced monitoring and preventive and corrective maintenance, covering everything from fault detection through to repair.

Life cycle management: Enhanced focus on sustainability: efficient design to reduce losses, recycle materials and manage waste to limit the environmental impact.