In the current market environment, ESG reporting is no longer just a set of mandatory disclosures, but a critical strategic tool for generating long-term value. For senior management and investors, the integration of frameworks such as ISSB (IFRS S1 and S2) is key as it provides investor-grade data that directly impacts the reduction of the cost of capital and strengthens the organization's resilience to systemic risks. This implementation plan transforms sustainability into a measurable business discipline that builds unprecedented trust with all key stakeholders.

1. Strategic anchoring and compliance with global standards

To ensure full transparency and international comparability, we adopt an integrated approach to reporting.

Standards Integration Matrix

Standard	Main area of focus	Covered pillars (E, S, G)
GRI 2021	Universal standards of impact on society and ecosystems	E, S, G
SASB	Industry-specific quantitative KPIs (sector materiality)	E, S, G
TCFD	Financial impacts of climate risks and transit strategy	E, G
UN SDGs	Global development goals and strategic linkages with the value chain	E, S, G
CDP	Detailed reporting of carbon footprint, water and forestry management	E
ISSB / IFRS S1-S2	Financial materiality and sustainability risks for investors	E, G

Leveraging this diversified matrix of standards not only minimizes regulatory risks associated with the upcoming CSRD, but also maximizes the information value for capital markets. This approach allows us to effectively identify strategic priorities through a rigorous process of identifying significant topics.

2. Dual Materiality Methodology: Identifying Strategic Priorities

The concept of „double materiality“ provides a strategic compass for executives that integrates two perspectives: financial materiality (the impact of ESG factors on the value of a company) and impact materiality (the impact of a company on its external environment). This approach is essential for informed decision-making by top management and effective capital allocation.

6-step materiality assessment process

1. Mapping the universe of topics: Identification of relevant ESG aspects based on sector benchmarks and GRI/SASB frameworks.
   • Activity: Sector analysis and benchmark.
   • Output: Long list of 80+ topics.
   • Frequency: Once every two years (Biennial).
2. Stakeholder survey: Structured dialogue with investors, employees, regulators and partners.
   • Activity: Questionnaire survey and interviews.
   • Output: Importance scores (Ranked scores).
   • Frequency: Annually.
3. Impact assessment: Quantification of business impact and probability of occurrence.
   • Activity: Workshops with management and risk analysis.
   • Output: Impact matrix.
   • Frequency: Annually.
4. Display in matrix: Data synthesis into a visual model of dual materiality.
   • Activity: Validation of priority axes.
   • Output: Shortlist of important topics.
   • Frequency: Annually.
5. Board of Directors Validation: Formal review and approval of priority areas by management.
   • Activity: Presentation to the Audit Committee and the Board.
   • Output: Approved strategic topics.
   • Frequency: Annually.
6. Publishing mapping: Assignment of topics to specific indicators according to selected standards.
   • Activity: Preparation of reporting index.
   • Output: Reporting Index (GRI/SASB/TCFD).
   • Frequency: Annually.

This methodological process allows us to filter out information noise and focus on identifying the highest priority financial risks and societal impacts. It is the results of the materiality analysis that directly determine our ambitious path towards climate resilience and emission reductions within the first pillar.

3. Environmental Pillar (E): The Path to Climate Resilience and TCFD

In the context of global decarbonization, the environmental pillar represents a fundamental parameter of operational efficiency. We see the transition to a low-carbon economy not only as a regulatory obligation, but also as an opportunity for technological modernization and optimization of energy costs.

GHG emissions and energy projections (2023–2030)

Indicator	Unit	2023 (Base)	2025 (Target)	2030 (Goal – SDG 13/7/6)
Scope 1 emissions	tCO2e	12 400	8 680	-50% vs 2023
Scope 2 emissions	tCO2e	8 200	4 100	100% Renewable / Zero Residual
Scope 3 emissions	tCO2e	54 000	40 500	Strategic reduction (-25%+)
Share of renewable energy sources	%	52%	80%	100%
Energy intensity	GJ/$M	82	65	-40% (vs 2020)
Water intensity	%	–	–	-40% (vs 2020)

Climate risk management according to TCFD

Our climate change management strategy is built on a precise analysis of risks and opportunities with a direct impact on cash flow:

• Transit — Policy: Carbon pricing. Probability: High. Financial impact: $2.4 million - $6.0 million. Mitigation: Introducing internal carbon pricing into investment planning.
• Transit — Technology: Risk of stranded assets (fossil-based). Probability: Medium. Financial impact: 1.2 million USD. Mitigation: Revision of CAPEX cycles towards clean technologies.
• Physical — Acute: Flood infrastructure damage. Probability: Medium. Financial impact: $0.8 million - $3.5 million. Mitigation: Site resilience upgrades and insurance coverage.
• Physical — Chronic: Heat stress on operations and employees. Probability: High. Financial impact: $0.5 million - $2.0 million. Mitigation: Investments in cooling infrastructure and energy management.
• Opportunities: Increased demand for green products. Potential for revenue growth: +8.0 million USD through targeted R&D research.

Energy efficiency projects directly correlate with OPEX reduction and achieving a Net Zero trajectory. It is important to emphasize that strong governance (G) around climate risks is what protects our investments in people and communities (S) from physical threats, creating a synergistic effect across the entire ESG framework.

4. Social Pillar (S): Talent Development and Supply Chain Responsibility

Human capital and support for the DEI principles (diversity, equality, inclusion) are the engines of innovation and stability. Social sustainability ensures that the organization remains an attractive employer in a competitive environment and minimizes risks in the supply chain.

Key KPIs for human capital and DEI

Indicator	Unit	Status 2024	Goal 2025	Goal 2030
Employee turnover	%	11,8%	< 10%	< 8%
eNPS (Satisfaction)	score	61	> 65	> 75
Training hours	hour/person	34	40	40 (maintenance)
Women in Management (Director+)	%	38%	45%	50%
Pay equality (F:M)	ratio	0,97	1,00	1,00
Compliance with a living wage	%	98%	100% (Living Wage)	100%

Safety and wellbeing are uncompromising priorities. We are implementing a holistic approach to health and safety with the aim of achieving a TRIR below 0.75 by 2025 and maintaining zero mortality. At the same time, we are extending our responsibility to suppliers – by 2025, 90% of key suppliers will be ESG-screened, with community investments reaching $2.4 million per year.

These social and environmental ambitions require an unwavering ethical foundation, which we define in the governance pillar.

5. Governance Pillar (G): Ethics, Transparency and Executive Accountability

Governance represents the basic infrastructure that ensures that ESG objectives are not just declarative, but are firmly integrated into the organization's risk management and incentive systems.

Management structure and executive responsibility

In accordance with "Best-practice" standards, we maintain a high level of independence and expertise:

• Independence of the Board of Directors: Currently 73% (target >67%).
• Gender diversity on the Board: 40% representation of women.
• ESG Oversight: A dedicated ESG committee conducts a quarterly review of the achievement of objectives.

A key tool for executive discipline is linking rewards to ESG performance:

• Short-Term Incentive (STI): 15% scale linked to decarbonization, safety and DEI goals.
• Long-Term Incentive (LTI): 20% weighting tied to a 3-year Net Zero trajectory cycle and a comprehensive ESG score.
• Clawback Policy: We implement 100%'s claim for reimbursement of rewards in case of ethical violations, which is key for effective reputational risk management.

Critical control mechanisms

1. Anti-corruption: 100% trained employees and zero tolerance for violations.
2. Whistleblowing: A functional system with an average investigation closure time of within 32 days (target <45).
3. Data Privacy & Cybersecurity: Semi-annual audits according to NIST standards.
4. Data integrity: Implemented internal controls over ESG data with annual audit periodicity.

This robust management model relies on a flawless operational model of information collection and processing.

6. Data collection and quality assurance operating model

Data integrity is the only defense against the risks of greenwashing and a fundamental prerequisite for successful external assurance.

Data collection architecture

Phase	Activity	Responsibility	System
Requirement	Distribution of collection templates	ESG Team	ESG Platform
Data entry	Entering operational data	BU Managers	ESG Platform
Validation	Automated deviation control	ESG Team	ESG Platform
Consolidation	Aggregating metrics at the group level	ESG Leader	Excel / BI
Internal audit	Sign-off of material data	CFO & Legal	GRC System
Assurance	Independent data audit	External auditor	External report
Publication	Publication of the Sustainability Report	IR Team	Web / PDF

Data quality standards

We adhere to strict parameters to ensure an audit trail:

• Completeness: ≥ 95% of established metrics (Operational control & Equity share hybrid).
• Accuracy: Deviation tolerance ±5% with mandatory publication of recalculations if exceeded.
• Timeliness: Closing the data dataset within 90 days of the end of the fiscal year.

This process framework paves the way for the phased implementation of our roadmap.

7. Implementation plan and path to external assurance (Roadmap 2025 – 2030)

A strategic approach to ESG requires evolutionary progress from the basics to fully integrated and audited reporting.

Implementation Roadmap 2025+

• Foundation (Q1 2025): Finalization of materiality, establishment of baseline data, revision of policies. (Owner: ESG Lead)
• Infrastructure (Q2 2025): Full deployment of ESG platform, training of BU managers. (Owner: IT + ESG)
• Measurement (Q3 2025): Complete data collection cycle and internal process audit. (Owner: All BU)
• Disclosure (Q4 2025): External assurance and publication of the integrated report. (Owner: IR + CFO)
• Optimization (2026+): Transition to reasonable assurance and CSRD readiness. (Owner: ESG Board)

Evolution of external assurance (Assurance Pathway)

1. 2023: Readiness Review (Scope 1 & 2, internal audit).
2. 2024-2025: Limited Assurance (All material ESG metrics, standard AA1000AS 2020).
3. 2026+: Reasonable Assurance (Complete ESG dataset, standard ISAE 3000 / IAASB).

Strategic goals 2030

UN SDGs	Key indicator	Strategic goal 2030
SDG 13	GHG emissions (Scope 1+2)	-50% reduction (Towards Net Zero 2050)
SDG 7	Renewable energy	100% share in the energy mix
SDG 6	Water management	-40% water intensity (vs 2020)
SDG 5	Women in leadership	50% representation in leadership positions
SDG 8	Fair wages	100% Living Wage Coverage
SDG 3	Work safety	TRIR < 0.5 and zero mortality
SDG 12	Waste management	90% waste diverted from landfills
SDG 16	Ethics and governance	0 material ethical violations

This strategic plan transforms our organization into a resilient, future-oriented business that not only meets regulatory requirements, but delivers superior risk-adjusted returns for our shareholders and society through excellence in sustainability. By 2030, we will affirm our position as a leader defining the standards of responsible business in the 21st century. JRi&CO2AI