Amadeus IT

The role of the administrative, management and supervisory bodies

The Board of Directors is Amadeus' highest representative, administrative, managerial and controlling body. It sets out the company's general guidelines and economic objectives (financial and non-financial) and carries out the company's strategy (steering and implementation of company policies), supervision activities (management control) and communication functions (liaising with shareholders).

The Spanish Capital Companies Act also gives further powers to the Board of Directors, some of which are non-delegable. In this regard, the Board of Directors is the responsible body for policies on, among others: • Corporate Social Responsibility. • Dividends. • Risk management and control (including fiscal risks). • Corporate governance. • Tax strategy. • Related-party transactions (other than those reserved for the General Shareholders' Meeting), with delegation faculties under certain circumstances.

Moreover, it is responsible for the definition of the company's sustainability policy (relating to environmental, social and corporate governance matters, among others) and that of the Group; its organization and functioning and, in particular, the approval and amendment of its own regulations.

Additionally, among its responsibilities lie risk management, which includes transition and physical risks related to climate change and other sustainability related risks. The Board also reviews and approves Amadeus' sustainability strategy.

Board Composition As of December 31, 2024, the Board consists of eleven members, one executive director, Mr. Luis Maroto Camino, President and CEO of Amadeus, and ten external non-executive directors, all of them independent (90.9%).

• Female Directors represent 45.45% of the members of the Board of Directors as of December 31, 2024. • Six (6) nationalities are represented on the Board. • The age of the members of the Board ranges from 50 to 70.

Composition of the Board of Directors

The Board of Directors is supported by the Audit Committee and the Nominations and Remuneration Committee (consisting of five non-executive Directors each), both with responsibility over sustainability matters.

Information provided to and sustainability matters addressed by administrative, management and supervisory bodies

As included in the Regulations of the Board of Directors, the Board on a plenary basis is responsible for approving the company's strategy, the organization for its implementation, as well as the supervision and control of the company's management in order to ensure that it complies with the objectives set and respects the corporate object and interest.

This strategy has been defined by a set of strategic pillars for the company, guided by its material topics and values, and based on operating pillars, sustainability among others. This is how Amadeus embedded sustainability topics, and the related impacts, risks and opportunities, into the core of the strategy, operations, and culture of the Group.

Additionally, the Board of Directors monitors and discusses the progress on sustainability matters at least once a year (through information updates), with the assistance of the Head of the Sustainability Office, in addition to individual updates as deemed necessary by relevant functional owners. Thus, the Board provides feedback that influences the development of relevant sustainability initiatives and, if required, decides upon these matters.

2024 Board Activities In 2024, the Board discussed a broad range of sustainability issues, including a training session, held in October 2024, about the CSRD and the ESRS. During this session, the double materiality assessment process and its results were discussed, among others. Moreover, as previously indicated, the Board constantly monitors sustainability related issues (with annual information updates) as well as Risk and Compliance and Cybersecurity issues (with half-year information updates), among others. Also, training sessions in Artificial Intelligence and Cybersecurity were also held during the year.

Committee Activities Throughout the year, the Audit Committee of the Board has supervised compliance with Amadeus' sustainability strategy and related policies, including the company's sustainability performance. In this regard, it has also included Risk and Compliance matters on the agenda of its ordinary meetings, which dealt in detail with risks, including sustainability related risks and non-financial information risks and control.

As for the Nominations and Remuneration Committee, it has also included matters linked to sustainability in its sessions. In particular, they were mainly related to the analysis of diversity on the Board of Directors (as regards to knowledge, experience, age, gender and competencies of Board members, among others) and related topics.

Integration of sustainability-related performance in incentive schemes

Amadeus includes sustainability-related metrics in the annual incentive scheme for the Executive Directors. The total remuneration for the Executive Director is based on non-performance elements (fixed remuneration) and performance elements (i.e. variable pay).

2024 Performance Objectives The 2024 performance objectives for the short-term incentive – Annual Bonus - included financial and non-financial goals: financial goals had a weighting of 88%, and sustainability goals with a weighting of 12%. The latter consisted of metrics related to Amadeus environmental, social and governance ambitions.

Financial metrics (88%): revenue, EBITDA, adjusted earnings per share (EPS).

Sustainability metrics (12%): • Electricity consumption per full-time equivalent worker. • Scope 1+2 emissions in line with the carbon neutrality by 2025 objective. • Community investment. • Employee Learning & Development training hours per employee. • Cybersecurity training completion.

The selected metrics by the Nominations and Remuneration Committee are quantitative, auditable and align management to goals that are currently in the Amadeus sustainability strategy. The performance measures agreed are aligned with the short-term objectives of the company and the metrics have been established in accordance with these priorities.

At the end of 2024 and beginning of 2025, the Nominations and Remuneration Committee has reviewed performance against targets and determined that a payout is appropriate considering the level of achievement in relation to target.

Non-Executive Directors With respect to the remuneration of the Non-Executive Directors, it consists of a fixed fee. The Chairman and Non-Executive Directors do not participate in any incentive linked to Company performance or pension plans.

Wider Workforce Additionally, Amadeus includes sustainability-related performance in the incentive scheme for the wider workforce. The sustainability metrics in the Executive Director Annual Bonus are also present in bonus scheme for Amadeus staff and management.

Statement on due diligence

In 2023, Amadeus started to update its due diligence process in the field of human rights and environment, following the UN Guiding Principles on Business and Human Rights and the OECD Guidelines for Multinational Enterprises, with the support of an external expert.

The goal of this process is to prevent and mitigate potential human rights and environmental impacts in which Amadeus and its value chain, with special focus on third parties, might be involved in, while meeting the expectations and requirements of relevant stakeholders, including incoming regulation.

Initial Approach (2023) • Broad identification of actual and potential impacts on human rights and the environment of Amadeus own operations and its value chain and prioritization of general areas where adverse impacts are more likely to occur and be more severe. • Evaluation of the effectiveness of implemented control measures. • Recommendations for future improvements and next steps.

2024 Developments During 2024, Amadeus continued to evaluate and prioritize potential adverse impacts on human rights by introducing and aligning them with the double materiality assessment process. Additionally, at the end of 2024 a project kicked off to evaluate and improve the stakeholder engagement when assessing impacts and risks, including human rights related. Additionally, human rights continue to form part of Amadeus' risk management framework.

Core Elements of Due Diligence

Embedding due diligence in governance, strategy and business model Due diligence procedure is incorporated in business processes through Amadeus' policies and rules, including: • Sustainability policy • Human Rights Policy • Environmental Policy • People Policy • Anti-Bribery & Anti-Corruption Policy • Code of Ethics and Business Conduct • Community Impact and Charitable Donations Policy • Group Purchasing Policy • Amadeus Code of Ethics and Business Conduct for third parties • Enterprise Risk Management Policy • The Sustainability Strategy - "ESG Ambition"

In 2024, the Human Rights policy has been renewed. This Policy takes as a reference the United Nations Global Compact, the Universal Charter of Human Rights, ILO Declaration on Fundamental Principles and Rights at Work, UNGPs and the European Social Charter and the OECD Guidelines for Multinational Enterprise.

Engaging with affected stakeholders Stakeholders have access to up-to-date information about the Company, primarily through publications and channels, containing financial and non-financial information, available at the Amadeus' website. Additionally, Amadeus engages in dialogue with its stakeholders on a regular basis, based on their needs, using different communication channels.

Identifying and assessing adverse impacts Due diligence process involves the analysis of potential adverse impacts on human rights and the environment from Amadeus' own activities and its value chain. It starts by an initial identification of the impacts, classified in six themes that cover topics outlined in the ESRS: • Climate change • Environmental management • Labor, including diversity, equity, and inclusion • Cybersecurity • Ethics and integrity • Social responsibility

Taking actions to address adverse impacts Based on regular analysis and impact assessments, Amadeus designs, implements and monitors concrete measures to prevent and mitigate potential adverse identified human rights and environmental impacts, derived from both the Group's operations and the entire value chain.

Monitoring effectiveness Amadeus has a Speak Up Channel available through the corporate website and the intranet. This channel enables communications from Amadeus employees and other stakeholders and is regulated by the Speak Up Policy.

During 2024, there is no record of any human rights violations received through the Speak Up Channel or otherwise, so no remedial action was required in this area.

Amadeus will continue to improve the systematic implementation of the human rights and environmental due diligence in its business processes, in compliance with the UNGP and OECD guidelines.

Risk management and internal controls over sustainability reporting

Amadeus' management has endorsed a Risk Management Framework to identify the main risks the Group faces, the effective controls to mitigate them, and information systems for their periodic monitoring. This framework has been developed based on awareness of the principles set out in the COSO ERM and ISO 31000 risk management frameworks, as well as best practices to ensure that risks are identified, analyzed, evaluated, managed, controlled, and monitored systematically.

The Enterprise Risk Management Policy, applicable to all Amadeus Group majority-controlled companies in relation to all their activities, processes, projects, products and services, sets out the basic principles of the risk management framework and focuses on: • Achieving its long-term objectives; • Contributing to the maximum level of assurance to shareholders and clients to defend their respective interests; • Protecting the Group's earnings; • Protecting the Group's image and reputation; • Maintaining Corporate stability and financial strength sustained over time, involving every member of the Group.

Three Lines of Defense Model Amadeus formally adopted the Three Lines of Defense Model ('Three Lines Model') with the endorsement of the Board and the Executive Committee.

Roles and Responsibilities • The Board of Directors is responsible for approving the risk management and control policy, including tax, financial and non-financial risks, as well as the periodic monitoring of internal reporting systems and controls.

• The Audit Committee:

• Assesses the effectiveness and integrity of the management and control function of the financial and non-financial risks
• Supervises the effectiveness of internal control and risk management systems as a whole, embracing both financial and non-financial risks (including operational, technological, legal, sustainability, political and reputational or those related to corruption)
• Supervises the internal audit area
• Supervises relations with the statutory auditor and with the sustainability assurance provider
• Supervises the compliance with the Company's policies in sustainability related matters, and internal rules of conduct

• The Risk Steering Committee is a decision-making body empowered by the Executive Committee to provide oversight and guidance on risk management activities and issues across the Amadeus Group, including risk assessment and prioritization, risk mitigation strategies and crisis responses.

Risk Categories Risks are classified into the following categories: • Strategic: Risks related to Amadeus objectives. • Financial: Financial risks relative to market, credit, interest, liquidity, reporting, internal systems, planning, funding, etc. • Legal and Compliance: Risks resulting from violations of laws, regulations, codes of conduct, or organizational standards. • Operational: Risks resulting from inadequate or failed internal processes, people, including talent, and systems, or from external events or IT service failures. • Sustainability: Risk related to environmental, social and people, business conduct and ethical aspects not included in the Legal and Compliance risks category.

Sustainability related-risks are embedded in the overall risk management and internal control processes and systems.

Internal Control over Sustainability Reporting (ICSR) In 2024, Amadeus' Group Internal Control unit has started to develop an internal control environment model -Internal Control over Sustainability Reporting (ICSR) matrix-, based on COSO. Amadeus ICSR model contains a sustainability risk and control matrix for the Group that includes the material sustainability topics and the entity specifics identified through the double materiality assessment.

The Sustainability Office at Amadeus is accountable for producing the consolidated Non-Financial Information Statement and sustainability information 2024, using a specific sustainability reporting software.

Strategy, business model and value chain

Amadeus' products and services, business model and value chain

Amadeus is a technology company dedicated to the travel industry. The Group mainly operates in the sector Information technology (IT). The company provides technology solutions and services for the travel industry: airlines, airports, ground handlers, car rental agencies, corporations, cruise and ferry operators, hotels and event venues, insurance providers, travel sellers, tourism boards, travelers themselves and more. Through its operations in more than 190 countries, Amadeus facilitates complex transactions between travel providers and travel sellers and provides mission critical IT solutions for travel providers.

Amadeus' business model creates value by being at the heart of the travel and helping to deliver great traveler experiences with more information, choices and autonomy. Amadeus' purpose is to make the travel experience better for everyone, everywhere by inspiring innovation, partnerships and responsibility to people, places and planet.

Business Lines

Air Distribution Amadeus' Air Distribution comprises travel customers where the primary offering is Amadeus GDS platform. It generates revenues mainly from booking fees that the Group charges to travel providers for bookings made, as well as other non–booking revenues but excluding Hotel and Car providers.

Air IT Solutions Air IT Solutions, also focused on travel customers including results from both, Airline IT and Airport IT businesses. The Group offers a portfolio of technology solutions (primarily Altéa Passenger Service System (PSS) and New Skies) that automate mission-critical processes for travel providers.

Hospitality & Other Solutions Hospitality & Other Solutions, mainly focused on hospitality customers including, both the distribution and IT solutions services, and composed of hotel and payments distribution, hotel and payment IT solutions, mobility, insurance and ferry and travel advertising.

Workforce Distribution As of December 31, 2024, Amadeus total workforce in terms of headcount was 20,643, that is 2,013 more than previous year. This workforce is spread across 100+ offices around the globe.

Value Chain

Upstream Some of the principal suppliers comprising Amadeus' supply chain (upstream) by spend fall under the following categories: • Consulting and marketing services. • Hardware vendors. • Software vendors. • Data cloud providers.

The majority of spend is concentrated on a limited number of vendors, mainly hardware producers (servers) and consultancy companies. With 50 key vendors accounting for more than 64% of global spend, Amadeus has a fairly stable situation in terms of vendor concentration.

Downstream As a Business-to-Business (B2B) company, Amadeus' downstream refers mainly to the services provided to travel related companies worldwide. Amadeus has built commercial relationships with stakeholders across the travel industry globally, including airlines, travel agencies, hotels and airports, among others.

Sustainability-related goals

In order to effectively integrate sustainability across the business units and corporate functions, in 2023 Amadeus approved its renewed sustainability strategy, the "ESG ambition". The strategy is structured around four areas of commitments:

• Environment – foster environmental sustainability • Social (External) – drive social impact • Social (Internal) - empower talent journeys • Governance - be a reference for trust and integrity

To achieve the sustainability commitments, the company is aware of the importance of collaborating with others. In this way, Amadeus actively engages in three circles of influence: • Ourselves, transforming the business to meet sustainability practices. • Stakeholders, supporting its direct customers and their customers to achieve their sustainability goals. • Industry partners, leveraging collective expertise to address global sustainability challenges.

Interests and views of stakeholders

Amadeus maintains dialogue with its stakeholders on a regular basis depending on need and the type of stakeholder, at least once a year. Additionally, Amadeus' stakeholders have easy access to up-to-date information about the company through different communication channels.

In order to identify material sustainability matters, Amadeus considered the opinion of different stakeholders using both directly and indirectly mechanisms. Additionally, to define the ESG Ambition, Amadeus internal responsible experts at corporate level who had deep knowledge of affected stakeholders and the context in which the company operates, participated in the process. This is how the views of stakeholders have been considered in the definition of the sustainability strategy.

Stakeholder Engagement

As mentioned in section ESRS 2 GOV-4, at the end of 2024 a project kicked off to map Amadeus stakeholders and communication channels with the aim of defining a communication framework and improving its stakeholder engagement. Amadeus aims to maintain and even strengthen the relationship with its stakeholders.

Material impacts, risks and opportunities and their interaction with strategy and business model

Based on the double materiality assessment conducted in 2024, Amadeus has identified the following material sustainability topics and their related impacts, risks and opportunities (IROs). The assessment considered both impact materiality and financial materiality dimensions, taking into account Amadeus' own operations and upstream and downstream value chain.

Material Topics Identified:

• ESRS E1 - Climate change
• ESRS S1 - Own workforce
• ESRS G1 - Business conduct
• Entity-specific topics: Fair and transparency tax practice, Cybersecurity, Data privacy

These material IROs are embedded in Amadeus' sustainability strategy (ESG Ambition) and business model, influencing strategic decisions and resource allocation across the organization. The company addresses these through its three circles of influence: transforming its own business, supporting stakeholders, and collaborating with industry partners.

The material topics directly interact with Amadeus' business model as a technology company serving the travel industry, affecting how the company operates, develops products and services, manages its workforce, and maintains trust with customers and stakeholders globally.

Description of the processes to identify and assess material impacts, risks and opportunities

In 2024 Amadeus updated its materiality assessment following the principles of double materiality in line with the requirements of the ESRS 1 and ESRS 2, and the steps set out by the EFRAG in the Materiality assessment Implementation Guidance - IG 1.

This approach allows the Group to identify material sustainability matters, considering two dimensions: impact materiality and financial materiality. Both are inter-related and their interdependencies have been considered.

A sustainability matter may be material from a financial or impact perspective or both.

The scope of the Amadeus double materiality includes sustainability actual or potential impacts, risks and opportunities connected to Amadeus' own operations and upstream and downstream value chain, including through its products and services as well as through its business relationships.

Process Phases:

Understanding the context

• Activities, business relationships and geographies. • Value chain, upstream and downstream. • Affected stakeholders. • Other contextual information.

This first phase aims to understand Amadeus' business model, activities, value chain and main stakeholders. An analysis of Amadeus' sites and geographies, as well of the subsidiaries' activities has been carried out to understand the full reach of Amadeus operations and the whole value chain.

Identification of the Impacts, Risks, Opportunities

• Reference to the list of topics, sub-topic and sub-sub-topics as established in the ESRS 1. • Impacts: aligned to due diligence process. • Risk and opportunities: considering Corporate Risk Catalogue and the ESG Ambition.

For the identification of IROs, the list of topics, subtopics and sub-subtopics defined in ESRS 1 have been considered to predefine a list of actual and potential impacts, risks and opportunities, analyzing each one of the subtopics covered by the ESRS. Additionally, some entity-specific topics and subtopics have been identified.

Regarding impact materiality, Amadeus' human rights and environmental due diligence procedure has been taken as a starting point, considering both sustainability impacts raised from Amadeus own operations and its value chain.

For financial materiality, Amadeus has taken into account its Corporate Risk Catalogue, identifying ESG-related risks emerging from its own operations and its value chain. To identify opportunities, the ESG Ambition has been considered.

Assessment and determination of the material IROs

• Impact materiality: assessment considering the scale, scope, irremediable character and likelihood • Risk and opportunities: following the Risk Management Framework and methodology, and the Corporate Risk Map. • The input of ESG analysts has been also considered.

Actual or potential impacts have been assessed considering the following factors: • Scale: How grave the impact is for people or the environment. • Scope: How widespread is the impact. • Irremediable character (only for negative potential and actual impacts): Whether the negative impacts can be remediated. • Likelihood (only for potential impacts): Possibility for an impact to materialize, in the short, medium or long term.

Risks and opportunities in the short, medium or long term have been assessed following the Amadeus Risk Management Framework and methodology. The following have been considered: • Financial and non-financial effects, including reputational, operational and legal, if they may affect Amadeus' business. • Likelihood: Possibility for a risk or opportunity to materialize.

Internal controls and approval

Internal controls were applied throughout the process: • The double materiality assessment is aligned with internal procedures. • The method used for scoring is in accordance with ESRS requirements and the EFRAG guidelines. • The process has been documented with a detailed description of the different steps, and the related evidences.

Both the process itself and the obtained results have been approved and/or endorsed by: • The ESG steering Committee, which has gone through the entire process, including the approval of the final results. • Members of the executive Committee who, when applicable, have reviewed and approved the final results. • The Board of Directors, for endorsement.

Time Horizons: • Short horizon: 2024 • Medium horizon: from 2025 up to 5 years • Long horizon: More than 5 years

Future Steps: The company aims to revisiting the double materiality process for identifying, assessing, and prioritizing IROs, taking into account evolving trends, underlying assumptions, context and regulatory changes, if applicable.

Disclosure Requirements in ESRS covered by the undertaking's sustainability statement

The table below lists the ESRS disclosure requirements in ESRS 2 and the topical standards which are material to Amadeus and which have guided the preparation of this report. Throughout the document, disclosure requirements in the topical standards E2, E3, E4, E5, S2, S3 and S4 have been omitted as these are below the materiality thresholds.

Material Standards:

• ESRS 2 – General Disclosures (all disclosure requirements)
• ESRS E1 – Climate change
• ESRS S1 – Own workforce
• ESRS G1 – Business conduct
• Entity-specific disclosures for: Fair and transparency tax practice, Cybersecurity, Data privacy

Non-material Standards: The following topical standards have been assessed as not material and therefore disclosure requirements from these standards are omitted:

• ESRS E2 – Pollution
• ESRS E3 – Water and Marine Resources
• ESRS E4 – Biodiversity and Ecosystems
• ESRS E5 – Resource Use and Circular Economy
• ESRS S2 – Workers in the Value Chain
• ESRS S3 – Affected Communities
• ESRS S4 – Consumers and End-Users

Additionally, in relation to data points that derive from other EU legislation, material data points have been included throughout this report, with references provided in the content index on page 35-36.

Transition plan for climate change mitigation

Amadeus has established a comprehensive approach to climate change mitigation as part of its ESG Ambition sustainability strategy. The company's climate commitments are embedded in the "Foster environmental sustainability" pillar of its ESG strategy.

Science-Based Targets Amadeus obtained validation from the Science Based Targets initiative (SBTi) for its near-term and net-zero science-based targets in June 2024. The company has committed to:

Near-term targets (by 2030): • Reduce absolute scope 1 and 2 GHG emissions by 47% by 2030 from a 2019 base year • Reduce scope 3 GHG emissions by 25% per euro of value added by 2030 from a 2019 base year

Long-term target: • Reach net-zero GHG emissions across the value chain by 2050

Strategic Approach Amadeus addresses climate change through three strategic lines within its environmental commitment:

1. Responsible operations: Achieve emissions reductions in line with science-based targets, build and operate energy-efficient technology platforms and applications, guarantee continuous improvement in the use of resources.

2. Environmental solutions enablers: Develop and promote solutions to raise awareness and encourage travelers to choose more sustainable travel options, develop and promote IT solutions to help travel providers reduce their environmental impact.

3. Network collaboration: Promote sustainable travel with travel industry stakeholders and gain influence, reputation, and network.

Implementation Governance The transition plan is governed through Amadeus' established sustainability governance structure: • Board of Directors: Reviews and approves the sustainability strategy including climate commitments • ESG Steering Committee: Monitors progress and makes strategic decisions • Sustainability Office: Oversees implementation and progress tracking • Business units: Execute specific actions and initiatives

Technology and Innovation Amadeus integrates sustainability into its solutions across all customer journey phases from Inspiration to Booking, Pre-trip, On-trip and Post-trip, helping customers improve their environmental efficiency and enabling more sustainable travel decisions.

Policies related to climate change mitigation and adaptation

Amadeus has established comprehensive policies to address climate change mitigation and adaptation as part of its sustainability framework.

Core Environmental Policies: • Sustainability Policy: Sets the overall framework for environmental commitments and climate action • Environmental Policy: Specifically addresses environmental management including climate-related aspects • ESG Ambition Strategy: Amadeus' sustainability strategy that includes climate commitments structured around the "Foster environmental sustainability" pillar

Policy Integration: Climate-related policies are embedded within Amadeus' broader governance framework and are aligned with: • UN Global Compact principles • Science-Based Targets initiative (SBTi) requirements • Paris Agreement objectives • European Green Deal and related regulations

Policy Scope: The climate policies cover: • Own operations: Direct emissions from Amadeus facilities and operations (Scope 1 and 2) • Value chain: Indirect emissions from upstream and downstream activities (Scope 3) • Products and services: Development of solutions that help customers reduce their environmental impact • Stakeholder engagement: Collaboration with industry partners on climate initiatives

Governance and Accountability: Climate policies are governed through Amadeus' established sustainability governance structure: • Board of Directors approval and oversight • Audit Committee supervision of policy compliance • ESG Steering Committee implementation guidance • Management accountability for execution

Risk Management Integration: Climate policies are integrated into Amadeus' Enterprise Risk Management framework, addressing both transition and physical climate risks as part of the sustainability risk category.

The policies are regularly reviewed and updated to ensure alignment with evolving climate science, regulatory requirements, and stakeholder expectations.

Actions and resources in relation to climate change policies

Amadeus has implemented comprehensive actions and allocated resources to execute its climate change policies and achieve its science-based targets.

Key Actions Implemented:

Emissions Reduction: • Implementation of energy efficiency measures across Amadeus facilities • Transition to renewable energy sources where possible • Optimization of data centers and technology platforms for energy efficiency • Implementation of measures to achieve carbon neutrality by 2025 for Scope 1+2 emissions

Technology and Innovation: • Development of the Travel Impact Suite providing CO₂ emission estimations for flights, hotels, car rentals, and rail trips • Integration of sustainability features across Amadeus' product portfolio • Investment in solutions that help customers optimize operations and reduce environmental impact • Research and development initiatives focused on sustainable travel technology

Stakeholder Engagement: • Participation in industry initiatives and partnerships focused on sustainable travel • Collaboration with customers to develop and implement sustainable solutions • Engagement with suppliers on sustainability and emissions reduction • Active participation in travel industry sustainability working groups

Measurement and Monitoring: • Implementation of comprehensive GHG emissions inventory across Scopes 1, 2, and 3 • Regular monitoring and reporting of progress against science-based targets • Integration of climate metrics into management incentive schemes • Third-party verification of emissions data and sustainability reporting

Resource Allocation: Amadeus has committed significant resources to climate action: • Dedicated sustainability team and ESG Steering Committee • Investment in energy-efficient technology and infrastructure • R&D budget allocation for sustainable solution development • Integration of sustainability considerations into procurement and vendor selection

Continuous Improvement: • Regular review and update of climate action plans • Benchmarking against industry best practices • Adoption of emerging technologies and methodologies • Enhancement of data collection and measurement capabilities

Amadeus will work to obtain direct value chain data in the coming years to improve the accuracy and scope of its climate action initiatives.

Targets related to climate change mitigation and adaptation

Amadeus has established science-based targets validated by the Science Based Targets initiative (SBTi) in June 2024, demonstrating the company's commitment to climate action aligned with climate science.

Science-Based Targets:

Near-term targets (by 2030): • Scope 1 and 2: Reduce absolute scope 1 and 2 GHG emissions by 47% by 2030 from a 2019 base year • Scope 3: Reduce scope 3 GHG emissions by 25% per euro of value added by 2030 from a 2019 base year

Long-term target: • Net-zero: Reach net-zero GHG emissions across the value chain by 2050

Additional Operational Targets: • Carbon neutrality by 2025 for Scope 1+2 emissions (included in executive remuneration metrics) • Electricity consumption per full-time equivalent worker reduction (included in executive remuneration metrics) • Continuous improvement in the use of resources • Building and operating energy-efficient technology platforms and applications

Target Integration: Climate targets are fully integrated into Amadeus' business strategy and governance: • Targets are monitored by the ESG Steering Committee on a quarterly basis • Climate metrics are included in executive compensation schemes (12% weighting) • Progress is reported to the Board of Directors annually • Targets align with Amadeus' ESG Ambition sustainability strategy

Target Methodology: Targets have been developed using: • Science-based target methodology aligned with 1.5°C pathway • Bottom-up approach involving business units • Benchmarking against industry best practices • Consideration of stakeholder expectations and regulatory requirements

Monitoring and Reporting: Amadeus tracks progress against targets through: • Annual GHG emissions inventory covering Scopes 1, 2, and 3 • Regular internal monitoring and reporting • Third-party verification of emissions data • Public disclosure in sustainability reporting

Target Coverage: The targets cover Amadeus' global operations including: • All controlled entities within the consolidation scope • 14 largest sites representing 68% of total workforce • Estimated impacts for remaining sites • Value chain emissions through Scope 3 inventory

Energy consumption and mix

Total energy consumption

In 2024, Amadeus' total energy consumption was 111,552 MWh.

Energy consumption disaggregated by source

Renewable energy production (self-generated): 60.6 MWh

Non-renewable energy production: 0 MWh

Methodology and scope

Energy consumption relates to Amadeus' owned and leased offices and its Data Center in Germany. Direct measurements are collected from 14 largest sites representing 68% of total workforce worldwide. The remaining sites are estimated based on average consumption factors per employee from the 14 sites. Data comes primarily from energy provider invoices, meter readings, and landlord information.

Energy consumption from fossil fuels and nuclear sources was split at country level based on IEA electricity supply data (2023 for OECD countries, 2022 for others).

Consumption from renewable sources includes consumption covered by Guarantees of Origin (GOs) purchased by Amadeus (market-based methodology). Self-generated renewable energy relates to photovoltaic panels at certain offices (primary data).

Amadeus has purchased GOs since 2019 for the Data Center in Germany (63% of total electricity consumption). In 2024, London and Manila offices also used equivalent instruments for renewable energy purchase.

Additional energy data (from Annex)

Energy consumption by type (2024 vs 2023):

Type of fuel used for electricity generation (GJ) - 2024:

*Other: Nuclear, hydropower, geothermal, photovoltaic, solar thermal, wind power, tidal power and other sources. London and Manila offices covered by GOs accounted here. Data Center covered by GOs from hydropower plants.

Energy intensity

Amadeus has started assessment to identify activities in high climate impact sectors per Annex II to Commission Delegated Regulation (EU) supplementing Directive 2013/34/EU. The company plans to deepen this assessment in future exercises, especially considering recently acquired companies.

No specific energy intensity based on net revenue for high climate impact sectors is disclosed for 2024.

Gross Scopes 1, 2, 3 and Total GHG emissions

Scope and methodology

Amadeus measures and monitors its GHG emissions through its Environmental Management System (EMS). The company follows the GHG Protocol Corporate Standard (version 2004), GHG Protocol Scope 2 Guidance, and GHG Protocol Corporate Value Chain (Scope 3) Accounting and Reporting Standard. The methodology has been reviewed by the Science Based Targets initiative (SBTi) during the target validation process.

Consolidation approach: Operational control
Inventory boundary: Amadeus IT Group S.A. and all subsidiaries
Reporting scope: 14 largest sites (68% of workforce) measured directly; remaining sites estimated based on average consumption factors per employee
GHGs included: CO₂, CH₄, N₂O and HFCs (PFC, SF₆ and NF₃ excluded as insignificant)
GWP values: Most recent IPCC values based on 100-year time horizon

In 2024, Amadeus revisited its CO₂ emissions inventory with external consultants following GHG Protocol standards and SBTi guidance. The SBTi validated Amadeus' near-term and net-zero science-based targets in June 2024. The 2022 base year figures have been restated accordingly.

Scope 1 GHG emissions

Scope 1 covers direct emissions from natural gas, diesel and refrigerant gases at Amadeus offices and data center.

Calculation methodology: Data from 14 main sites collected; remaining 32% of workforce estimated. Emission factors from DEFRA (UK Government GHG Conversion Factors for Company Reporting). IPCC GWP values applied.

Note: 2022 figures restated. Scope 1 emissions decreased by 12% from 2023 to 2024.

Scope 2 GHG emissions

Scope 2 covers indirect emissions from purchased electricity at Amadeus offices and data center.

Location-based methodology: IEA 2024 Emission Factors applied per country for monitored sites; world emission factor for estimated sites.

Market-based methodology: Sites 100% covered by Guarantees of Origin (GO) or equivalent excluded (Erding data center, London, Manila offices). Residual mix emission factors applied where available (AIB for Europe, Green-e for US); otherwise IEA 2024 factors used.

Contractual instruments: Guarantees of Origin of renewable energy. In 2024, GOs covered 63% of electricity consumption.

Scope 1 & 2 combined (market-based) | 13,526 | 15,504 | 15,504 | 7,845 | 1,353 |

Note: Market-based Scope 2 increased by 3% from 2023 to 2024, mainly due to 12% growth in workforce and 6% increase in office space (m²), partially offset by efficiency measures.

Scope 3 GHG emissions

Scope 3 covers indirect emissions from the value chain across 15 GHG Protocol categories.

Primary data coverage: 1.15% of total Scope 3 calculated using primary data.

Methodology by category:

• Cat 1: EXIOBASE emission factors applied to purchasing data. Microsoft Azure and Microsoft 365 emissions provided directly by supplier.
• Cat 2: CapEx multiplied by EXIOBASE emission factors.
• Cat 3: DEFRA Well-to-Tank (WtT) emission factors for natural gas and diesel. WtT factors calculated for key countries; ratio applied to remaining countries.
• Cat 4: Purchasing data for transport services sector; last-mile emissions from other purchases added.
• Cat 5: Actual and estimated waste amounts. Residual waste extrapolated to entire workforce. DEFRA emission factors applied.
• Cat 6: Air travel from Cytric corporate tool using ICAO methodology; rail using Greentripper. Hotel emissions excluded per GHG Protocol optional guidance.
• Cat 7: Variables considered: office attendance (1-5 days/week), % employees with private car, average distance from residence to office, EEA average emission factor for passenger cars. Decrease from 2023 due to updated emission factor (0.125 kgCO₂e/km vs 0.165 previously).
• Cat 15: Average data method. Total value of joint ventures and associates (€5.2M) multiplied by Amadeus ownership share. Increase from 2023 due to methodology change (total value vs additions to equity-accounted investees).

Categories not applicable: 8 (upstream leased assets - Amadeus has operational control, refrigerants in Scope 1), 9 (downstream transportation - services not products), 10 (processing of sold products - no physical products), 11 (use of sold products - software indirect use-phase emissions excluded per SBTi), 12 (end-of-life - no physical products), 13 (downstream leased assets - none), 14 (franchises - none).

Note: Absolute Scope 3 increased by 5.6% from 2023 to 2024. 2022 figures restated: Scope 3 decreased by 24% mainly due to removal of category 8 (now in Scope 1) and category 11 (outside mandatory boundary per SBTi).

Total GHG emissions

Annual % reduction target (market-based, vs 2022 base year): 4% per year to 2030; 3% per year to 2050.

GHG intensity

Calculation: Gross Scope 1, 2 (location-based and market-based separately) and Scope 3 emissions divided by reported net revenue in € million.

Biogenic CO₂

No biogenic CO₂ emissions from combustion or biodegradation of biomass were emitted by Amadeus.

Regulated emissions

0% of Scope 1 and Scope 2 emissions are from regulated emission trading schemes (e.g. EU ETS).

Additional notes

• Comparative data: 2023 and 2022 (base year) figures provided for all scopes. 2022 figures restated following SBTi validation process.
• Phase-in provisions: Amadeus has opted to use the phase-in allowance to omit the anticipated financial effects from material physical and transition risks and climate-related opportunities (E1-9), given calculation complexity and uncertainty. Qualitative information provided in SBM-3 and IRO-1 sections.
• Offsets not counted: Carbon credits purchased (27,779 tCO₂e in 2024) for business travel and residual Scope 1+2 to meet 2025 carbon neutrality goal are NOT counted toward SBTi science-based targets. See E1-7 for details.
• Value chain estimation: Scope 3 categories 1, 2, 3, 4, 5, 7 and 15 calculated using spend-based or average data methods with emission factors. Only 1.15% from primary supplier data. Amadeus plans to increase direct data collection from top suppliers.

GHG removals and GHG mitigation projects financed through carbon credits

Amadeus recognizes the importance of GHG removals and carbon credits as part of a comprehensive climate strategy, particularly in the context of achieving net-zero emissions by 2050.

Current Approach: As part of its science-based targets validated by SBTi in June 2024, Amadeus has committed to reach net-zero GHG emissions across the value chain by 2050. This long-term target recognizes that some residual emissions may need to be addressed through high-quality carbon removals.

Strategic Priority: Amadeus' primary focus remains on direct emissions reductions through: • Energy efficiency improvements • Transition to renewable energy • Operational optimization • Sustainable technology development • Value chain engagement and improvements

Future Considerations: As Amadeus progresses toward its net-zero target, the company will evaluate: • High-quality carbon removal projects • Nature-based solutions • Direct air capture technologies • Permanent carbon storage options • Compliance with SBTi net-zero criteria

Integration with Climate Strategy: Any future use of carbon credits or removals will be: • Aligned with science-based target requirements • Additional to, not a substitute for, direct emissions reductions • Focused on high-quality, verified projects • Transparent in reporting and accounting

Monitoring and Governance: Decisions regarding carbon credits and removals will be subject to: • ESG Steering Committee oversight • Board of Directors approval for significant initiatives • Alignment with evolving best practices and standards • Regular review and adjustment as needed

Amadeus will continue to monitor developments in carbon markets and removal technologies to inform future strategic decisions in support of its net-zero commitment.

Internal carbon pricing

Amadeus recognizes the value of internal carbon pricing as a tool to support climate decision-making and investment planning, particularly in the context of its science-based targets and net-zero commitment.

Strategic Context: As part of Amadeus' commitment to achieve science-based targets validated by SBTi in June 2024, the company is evaluating various mechanisms to integrate climate considerations into business decisions, including the potential use of internal carbon pricing.

Current Considerations: Amadeus is assessing how internal carbon pricing could support: • Investment decisions in energy efficiency and renewable energy projects • Evaluation of technology and infrastructure choices • Assessment of climate-related risks and opportunities • Support for achieving emissions reduction targets • Long-term planning toward net-zero goals

Integration Opportunities: Internal carbon pricing could be integrated into: • Capital expenditure evaluation processes • Technology platform development decisions • Facility location and design choices • Supplier selection criteria • Product and service development

Governance and Implementation: Any implementation of internal carbon pricing would be subject to: • ESG Steering Committee evaluation and recommendation • Executive Committee and Board oversight • Integration with existing risk management frameworks • Alignment with science-based target methodologies

Future Development: Amadeus will continue to evaluate: • Best practices in internal carbon pricing implementation • Methodologies for setting appropriate price levels • Integration with existing business processes • Coordination with industry initiatives and standards

The development of internal carbon pricing mechanisms will support Amadeus' broader climate strategy and contribute to achieving its ambitious emissions reduction and net-zero targets.

Anticipated financial effects from material physical and transition risks and potential climate-related opportunities

Phase-in exemption applied

Amadeus has opted to use the phase-in allowance regarding the financial effects from material physical and transition risks and potential climate-related opportunities, given the complexity and uncertainty of the calculations of these financial effects.

Nevertheless, the company provides the related qualitative information in this report. See sections SBM-3-Material impacts, risks and opportunities and their interaction with strategy and business model and ESRS 2 – SBM-3 - E1 - Material IROs and their interaction with strategy and business model.

Amadeus has opted to exercise the phase-in allowance to omit the financial effects from material physical and transition risks and potential climate-related opportunities required in E1-9-Anticipated financial effects from material physical and transition risks and potential climate-related opportunities, given the complexity and uncertainty of the calculations of these financial effects.

Qualitative risk assessment approach

Time horizons:

• Near Term (2021-2040)
• Medium Term (2041-2060)
• Long Term (2081-2100)

Physical risks methodology:

This analysis is based on scenarios Representative Concentration Pathways (RCP) and Shared Socioeconomic Pathway (SSP), of the IPCC, including, short- and long-term climate projections:

• High and very high GHG emissions scenarios (RCP 8.5, SSP3-7.0 and SSP5-8.5)
• The intermediate GHG emissions scenario (RCP 4.5 and SSP2-4.5)
• The very low and low GHG emissions scenarios (RCP 2.6, SSP1-1.9 and SSP1-2.6)

Amadeus' assets and business activities that could be exposed to climate-related hazards have been screened, including value chain. Official sources, such as an interactive climate atlas, have been used to evaluate physical risks.

Changes in variables such as mean temperature, days with temperatures above 40°C or precipitation patterns, among others, under both low- and high-emission scenarios, and their related effects (including impacts associated with increased energy costs due to rising temperatures, employee safety concerns, etc.) have been analyzed while identifying and assessing both acute and chronic physical risks. Additionally, public sources of information published by Amadeus' top vendors or sector-specific risk maps have been considered.

Transition risks methodology:

To qualitatively analyze Amadeus exposure to transition risks along its own operation and/or its value chain, the orderly transition pathway, as defined by the NGFS scenarios, has been considered. This assumes that climate policies are introduced early and become gradually more stringent to limit global warming to below 1.5°C by 2050.

Policy and legal, reputational, technology and market risks on Amadeus own operations and its value chain have been qualitatively assessed, considering the potential impact in their business activities and likelihood in the near and/or medium term. In particular, public sources of information published by Amadeus' top vendors or sector-specific risk maps have been considered.

Assets assessment outcome

Following Amadeus' corporate risk methodology, each identified risk has been assessed according to its impact and probability. As a result, no Amadeus' assets have been identified as incompatible with, or requiring significant efforts to be compatible with the transition to a climate-neutral economy. Nevertheless, disruptions to the energy supply may have in the future a financial effect on Amadeus.

Based on the report content, Amadeus has policies related to own workforce across multiple material sub-topics including secure employment, collective bargaining, adequate wages, working time, work-life balance, health and safety, diversity, gender equality, equal pay, training and skills development. However, the specific detailed policy content for S1-1 appears to be distributed across different sections of the report rather than consolidated in one location. The report indicates that comprehensive workforce policies exist covering human rights, people policies, and various employment-related aspects, but the full detailed content would need to be extracted from multiple sections covering different workforce topics.

Processes for engaging with own workforce and workers' representatives about impacts

Amadeus maintains regular dialogue and engagement with its workforce through multiple channels and mechanisms to address impacts and gather feedback on sustainability and employment matters.

Engagement Mechanisms:

Direct Engagement: • Direct engagement through local, regional and global Amadeus People & Culture teams • Regular communication through intranet and internal weekly communications • Management and employee dialogue through established hierarchical structures

Formal Engagement Processes: • Engagement surveys: Regular employee engagement surveys to gather workforce feedback • Collective bargaining agreements: Formal processes with workers' representatives where applicable • Voice of employee programs and feedback mechanisms

Communication Channels: • Speak Up Channel: Available through corporate website and intranet, regulated by the Speak Up Policy, enabling communications from employees regarding impacts and concerns • Internal communication platforms and regular updates • Participation in external events to showcase expertise and engage with broader workforce community

Engagement Purposes: • Contribute to a sustainable workplace and working life • Attract, grow and engage talented people • Ensure employees have productive, stimulating careers on equal terms • Promote diversity and inclusion • Address workforce concerns and feedback • Look out for employees feeling valued

Outcomes of Engagement: • Inclusion of views and perspectives of employees in Amadeus' actions • Improvement of health and well-being measures • Culture of business integrity • Increased interest in sustainability topics • Culture of belonging and fair treatment • Enhanced employee experience and satisfaction

Governance Integration: Workforce engagement inputs are integrated into: • Double materiality assessment process • Sustainability strategy development • Policy development and updates • Risk management processes • Board and committee reporting through established governance structures

Amadeus aims to maintain and strengthen relationships with its workforce through continuous improvement of engagement processes and responsiveness to employee feedback and concerns.

Processes to remediate negative impacts and channels for own workforce to raise concerns

Amadeus has established comprehensive processes to enable workforce members to raise concerns and to remediate negative impacts when they occur.

Primary Grievance Mechanism:

Speak Up Channel: • Available through the corporate website and intranet • Regulated by the Speak Up Policy • Accessible to all Amadeus employees and external stakeholders • Enables communications regarding violations, concerns, and potential negative impacts • Managed by Corporate Compliance and Investigations as an impartial department, free of conflicts of interest

Channel Process: Communications received through the Speak Up Channel may:

1. Be investigated directly by Amadeus
2. Be referred to an external third party (law firm or consultant)
3. Be referred to public authorities when appropriate

Remediation Process: • Investigation: All complaints are properly investigated following established procedures • Determination: If Amadeus determines that a violation has occurred, appropriate action is taken • Disciplinary Action: Appropriate disciplinary or legal action is taken against violators, depending on the severity of the violation • Follow-up: Proper follow-up on complaints received through the Speak Up Channel

Training and Awareness: • Online training is provided to Amadeus employees on proper use of the Speak Up Channel • Training and awareness activities are facilitated to employees on related sustainability topics • Regular communication about the availability and use of grievance mechanisms

Governance and Oversight: • Corporate Compliance and Investigations designated as competent department for complaints • Regular reporting to the Board of Directors through the Audit Committee • Integration with overall risk management and compliance framework

2024 Performance: During 2024, there is no record of any human rights violations received through the Speak Up Channel or otherwise, so no remedial action was required in this area.

Additional Remediation Mechanisms: • Direct engagement through People & Culture teams • Management escalation processes • Collective bargaining agreements and worker representative channels • Integration with human rights due diligence processes

Transparency and Reporting: Amadeus reports on the main concerns received through the whistleblower channel during the year through its Non-Financial Information Statement and sustainability information, ensuring transparency about grievance mechanism effectiveness.

Based on the report, S1-4 content covers multiple material sub-topics for own workforce. The report indicates comprehensive actions are being taken across secure employment/collective bargaining/adequate wages, working time/work-life balance/health and safety, diversity/gender equality/equal pay, and training and skills development. However, the specific detailed content appears to be distributed across different sections covering these various workforce sub-topics rather than consolidated in one S1-4 section.

Targets related to own workforce

Secure employment, collective bargaining and adequate wages

Amadeus is already generating positive impacts in terms of secure employment creation and working conditions among employees (including collective bargaining and adequate wages), aligned to its commitments.

The objective of the Group is to continuing generating positive impacts, exceeding the minimum obligations stipulated at local level, given the global presence of Amadeus in many different countries where the common practices and regulations vary significantly.

No specific quantified targets disclosed for this material topic.

Working time, work-life balance and health and safety

As previously indicated, Amadeus generates positive impacts related to working time, work-life balance, and health, aligned with Amadeus's commitments in this regard. Additionally, the company is planning to reinforce its roadmap in this area, particularly concerning well-being.

Notwithstanding the above, it is worth mentioning that at the main Amadeus sites, local targets focused on improving the health and well-being of individuals have already been set. Amadeus's approach is to provide information in the future related to consolidated objectives, once they have been set.

No specific quantified consolidated targets disclosed for this material topic.

Diversity, gender equality and equal pay for work of equal value

Diversity must be reflected at different levels of the organization, as outlined in Amadeus' commitments. To this end, targets have been defined under the ESG Ambition to increase the presence of underrepresented groups and promote unbiased and inclusive talent acquisition practices.

Target 1: Improve gender balance at senior leadership positions

Target 2: Increase women in engineering jobs

Target 3: Increase DEI competency across managers

Training and skills development, including talent attraction and retention

In line with Amadeus commitments to promote talent and learning opportunities, the Group has defined a set of targets in the ESG Ambition. They have been defined to improve positive impacts, reinforce opportunities and reduce related risks to training and skills developments, talent attraction and retention.

In terms of reporting process, some of the targets have been classified as internal. For this reason, the company opts for no disclosing the related information.

Characteristics of the undertaking's employees

Total Workforce: As of December 31, 2024, Amadeus total workforce in terms of headcount was 20,643, representing an increase of 2,013 employees compared to the previous year (18,630 in 2023).

Geographic Distribution: This workforce is spread across 100+ offices around the globe.

Data Source: Data extracted from the Group's ordinary system (Workday), including all permanent and temporary employees of Amadeus IT Group in controlled companies. Figures do not include the entities considered as Joint Ventures and Associates. Headcount as of the end of the reporting period.

Workforce Growth: The significant increase in workforce (+2,013 employees, +10.8%) reflects Amadeus' continued business expansion and growth across multiple geographic markets, with notable increases in India (+644), Spain (+311), Portugal (+385), Colombia (+154), and other regions.

Global Presence: The geographic distribution demonstrates Amadeus' truly global business model with substantial operations across Europe, Asia-Pacific, North America, and other regions, supporting its role as a technology company serving the global travel industry.

Characteristics of non-employee workers in the undertaking's own workforce

Based on the report content, Amadeus acknowledges the existence of non-employee workers as part of its workforce considerations, but specific detailed characteristics of non-employee workers are not extensively detailed in the main sections reviewed. The report indicates that the primary workforce metrics focus on permanent and temporary employees extracted from the Group's ordinary system (Workday), including all permanent and temporary employees of Amadeus IT Group in controlled companies.

The company's headcount figures do not include entities considered as Joint Ventures and Associates, suggesting that the workforce characterization primarily focuses on direct employment relationships rather than other forms of work arrangements.

Amadeus operates globally across 100+ offices, which may involve various forms of non-employee work arrangements, but specific metrics and characteristics of these arrangements would require additional disclosure that may be located in other sections of the report not fully captured in the main workforce sections reviewed.

Collective bargaining coverage and social dialogue

Amadeus recognizes the importance of collective bargaining and maintains social dialogue with employee representatives as part of its comprehensive approach to workforce engagement.

Collective Bargaining Framework: • Amadeus engages in collective bargaining agreements where applicable across its global operations • The company maintains formal processes with workers' representatives through established collective bargaining mechanisms • Collective bargaining agreements form part of the broader employee engagement and communication strategy

Social Dialogue Mechanisms: • Direct engagement: Through local, regional and global Amadeus People & Culture teams • Formal representation: Through collective bargaining agreements and worker representative structures • Regular communication: Through established channels including intranet and internal communications • Feedback mechanisms: Including engagement surveys and voice of employee programs

Geographic Considerations: Given Amadeus' global presence across 100+ offices in multiple countries with different labor law frameworks, collective bargaining arrangements vary by jurisdiction according to local legal requirements and practices.

Integration with Workforce Strategy: Collective bargaining and social dialogue are integrated into: • Overall employee engagement and communication strategies • Workforce policy development and implementation • Material impact assessment and management for secure employment topics • Risk management processes related to employment and labor relations

Governance and Oversight: • Collective bargaining matters are considered within the broader human resources and sustainability governance framework • Employee representative feedback is incorporated into business decision-making processes • Social dialogue outcomes inform workforce policies and practices

The specific coverage percentages and detailed arrangements may vary significantly across Amadeus' diverse global operations, reflecting the different regulatory environments and labor practices in the various countries where the company operates.

Diversity metrics

Amadeus is committed to advancing diversity representation at all levels and professions as part of its ESG Ambition sustainability strategy.

Board Level Diversity: • Gender diversity: Female Directors represent 45.45% of the members of the Board of Directors as of December 31, 2024 • Nationality diversity: Six (6) nationalities are represented on the Board of Directors • Age diversity: The age of the members of the Board ranges from 50 to 70 years

Diversity Strategy: As part of the "Empower talent journeys" commitment in the ESG Ambition, Amadeus has established goals to: • Advance Amadeus' diversity representation at all levels and professions • Provide a flexible, healthy and inclusive employee experience, ensuring fair treatment, rewards and benefits • Guarantee unbiased and inclusive talent acquisition practices • Be positioned as an employer of choice for prospective candidates

Governance Commitment: The Nominations and Remuneration Committee is responsible for: • Favoring diversity of knowledge, experience, age and gender • Establishing a goal for representation of the gender least represented on the Board of Directors • Developing guidance on how to achieve diversity goals • Drawing up a matrix of the Board's competencies reviewed regularly

Global Workforce Diversity: With a global workforce of 20,643 employees spread across 100+ offices worldwide, Amadeus demonstrates geographic diversity across multiple regions: • Europe, Asia-Pacific, North America, Latin America, and other regions • Operations in more than 190 countries • Multiple nationalities and cultural backgrounds represented

Diversity Integration: Diversity considerations are embedded in: • Talent acquisition practices • Leadership development programs • Board selection processes • Corporate culture initiatives • Sustainability strategy implementation

Continuous Improvement: Amadeus continues to work on advancing diversity metrics and representation as part of its ongoing commitment to create an inclusive workplace culture that attracts talent from different backgrounds.

Adequate wages

S1-10 Adequate wages

All Amadeus' employees in European countries are paid an adequate wage in line with Directive (EU) 2022/2041, and 100% of employees in non-European countries are paid an adequate wage in line with applicable national benchmarks.

Benchmark used

The company incorporates national benchmarks when determining wages for employees, to safeguard they receive an adequate wage.

In this sense, Amadeus makes sure that its employees receive adequate and competitive wages by adhering to official regulations and standards in each country where it has employees.

Methodology

To verify this, the company conducts thorough research to find the minimum wages in each country. These minimum wages are then compared with the salaries recorded in the Group's ordinary system (Workday). This meticulous process is run at least annually.

Policy commitments

The Human Rights Policy commits to:

• Fair wages: remunerating employees in line with the labor market best practices and local legislation. Remuneration policies are always established based on equitable remuneration.

The People Policy commits to:

• Adequate Wages: Amadeus provides attractive remuneration packages, covering the pillars of a competitive rewards offer - salary, bonus, equity and benefits - while promoting equitable compensation across all roles, that meet or exceed local minimum wage requirements.

Terms and Conditions for suppliers

Amadeus Terms and Conditions of Purchase require eligible providers and their subcontractors to fulfill all obligations towards employees including payment of wages (not less than minimum wage), social security, employment related taxes etc.

Coverage

• European countries: 100% of employees paid adequate wage in line with EU Directive 2022/2041
• Non-European countries: 100% of employees paid adequate wage in line with applicable national benchmarks

Social protection

Disclosure status

Amadeus has not disclosed quantitative metrics for ESRS S1-11 (Social protection) in 2024. The company plans to disclose the relevant information in forthcoming reports.

Qualitative information on social protection benefits

While quantitative coverage metrics are not provided, Amadeus describes the following social protection benefits available to employees:

Benefits provided (depending on local conditions):

• Private medical coverage
• Life and disability insurance
• Retirement/pension plans
• Travel insurance for both professional and personal trips abroad (when accompanying employees on leisure trips, direct family members are also covered)
• Employee assistance program
• Transport and lunch allowance
• Subsidized cafeteria purchases
• Summer camp subsidies

Country-specific parental leave provisions:

Note: In Spain, parental leave is 16 weeks as mandated by local legislation. In India, employees can enjoy up to 10 days of paid paternity leave, going beyond the norm.

Family-related leave entitlement (2024):

Note: In some countries, only maternity leave is covered. Data excludes Vision Box and Voxel subsidiaries (3.5% of total employees).

Persons with disabilities

Amadeus is committed to inclusive practices that support persons with disabilities as part of its broader diversity, gender equality and equal pay for work of equal value material topic.

Inclusive Design and Accessibility: Amadeus incorporates accessibility considerations in its technology solutions: • Self-service check-in kiosk and bag drop are designed to work for both standing and wheelchair user passengers • Airport solutions provide biometric identity verification that considers accessibility needs • Technology platforms are designed with accessibility features to support diverse user needs

Workforce Inclusion: As part of its "Empower talent journeys" commitment, Amadeus: • Promotes inclusive talent acquisition practices that consider candidates with disabilities • Aims to create a flexible, healthy and inclusive employee experience • Works to guarantee unbiased and inclusive recruitment processes • Focuses on advancing diversity representation at all levels and professions

Policy Integration: Support for persons with disabilities is embedded within: • Human Rights Policy that recognizes rights of persons with disabilities • People Policy that addresses inclusive workplace practices • Diversity and inclusion initiatives across the organization • Accessibility considerations in technology development

Technology Solutions: Amadeus develops solutions that enhance accessibility in travel: • Airport technology designed for users with different physical capabilities • Passenger service systems that can accommodate special assistance requirements • Solutions that help travel providers better serve passengers with disabilities

Strategic Commitment: The commitment to supporting persons with disabilities aligns with Amadeus' broader goals to: • Foster an inclusive travel and tourism industry • Ensure inclusive access to products and services • Create an engaging culture for all employees • Maintain the highest standards of ethics and integrity

Amadeus continues to develop its approach to supporting persons with disabilities both within its workforce and through its technology solutions that serve the broader travel industry.

Training and skills development metrics

Amadeus measures and tracks training and skills development as part of its commitment to offering development opportunities for employees within the "Training and skills development, including talent attraction and retention" material topic.

Key Training Metrics:

Employee Learning & Development: • Training hours per employee is tracked as a key performance indicator • This metric is included in executive remuneration schemes, demonstrating the strategic importance of employee development to company leadership • Training hours per employee forms part of the sustainability goals with 12% weighting in executive compensation

Specialized Training Programs:

Cybersecurity Training: • Cybersecurity training completion is monitored as both a skills development and governance metric • Completion rates are included in executive remuneration schemes • Online training is provided to employees on various topics including proper use of the Speak Up Channel • Training and awareness activities are facilitated on sustainability topics

Leadership and Board Development: • Board of Directors participate in tailor-made training sessions • In 2024, four training sessions were conducted including sustainability matters • Specific training session on Corporate Sustainability Reporting Directive (CSRD) held in October 2024 • Training sessions on Artificial Intelligence and Cybersecurity

Skills Development Framework: Training and development initiatives support: • Employee career progression and development opportunities • Technical skills advancement in technology and innovation • Sustainability awareness and competency building • Leadership development across the organization • Compliance and risk management capabilities

Strategic Integration: Training metrics are integrated into: • Executive compensation and performance management • ESG Ambition sustainability strategy • Talent attraction and retention strategies • Overall workforce development objectives • Risk management and compliance frameworks

Global Scale: With a workforce of 20,643 employees across 100+ offices globally, Amadeus' training and development programs operate at significant scale, supporting diverse learning needs across different regions, functions, and career levels.

The specific quantitative training metrics and completion rates would require additional detailed reporting to provide comprehensive measurement of the company's training and skills development performance.

Health and safety metrics

S1-14 - Health and safety metrics

In 2024, the total number of work-related accidents was 44, none of them resulting in fatalities. With regard to the number of cases of recordable work-related ill health, 0 cases were recorded.

¹ Amadeus subsidiaries Vision Box and Voxel (accounting for 3.5% of total Amadeus employees) have not been included, due to their integration during 2024 in the Group.

² Fatalities are the number of employees who lost their lives as a result of a work-related injuries and work-related ill health. To collect this information, data has been collected manually and consolidated by P&C at Amadeus.

³ Work related incidents include neck or back injury, bone injury, soft tissue injuries, burns, repetitive motion injuries, and other injuries. To obtain work-related incidents, data has been collected manually and consolidated by P&C at Amadeus.

⁴ Rate of recordable work-related accidents (injury rate) calculated based on the number of work related accidents / the effectively worked hours in the year * 1,000,000.

⁵ Occupation diseases arising from exposure to hazards at work. To obtain work ill health, data has been collected manually and consolidated by P&C at Amadeus.

⁶ Time ('days') that could not be worked (and is thus 'lost') as a consequence of a worker or workers being unable to perform their usual work because of an occupational accident or disease. A return to limited duty or alternative work for the same organization does not count as lost days. Number of day lost have been collected manually and consolidated by P&C at Amadeus.

Health and safety management system coverage: In Amadeus, 87% of employees are covered by a health and safety management system, counted by headcount. Data collected manually and consolidated by P&C at Amadeus. Definition of Occupational health and safety management system as provided by Global Reporting Initiative standards has been considered.

Work-life balance metrics

Amadeus tracks work-life balance performance as part of its material focus on "Working time, work-life balance and health and safety" within the own workforce sustainability area.

Work-Life Balance Framework: Work-life balance initiatives are embedded within: • People Policy that addresses flexible working arrangements • Overall workforce policies supporting employee wellbeing • Global operations management across 100+ offices • Employee engagement and satisfaction strategies

Strategic Commitment: As part of the "Empower talent journeys" commitment in the ESG Ambition, Amadeus aims to: • Provide a flexible, healthy and inclusive employee experience • Ensure fair treatment, rewards and benefits • Create an engaging culture for all employees • Support employee development and career progression

Key Focus Areas: • Flexible working arrangements: Supporting diverse work styles and personal needs • Healthy employee experience: Promoting physical and mental wellbeing • Inclusive practices: Ensuring work-life balance supports diverse workforce needs • Time management: Effective working time policies and practices

Global Implementation: With a workforce of 20,643 employees across global operations: • Work-life balance practices adapt to local cultural and regulatory contexts • Consistent global standards maintained where appropriate • Regional variations considered in policy implementation • Remote and hybrid working options where feasible

Integration with Broader Workforce Strategy: Work-life balance metrics support: • Employee attraction and retention objectives • Productivity and engagement improvements • Diversity and inclusion goals • Overall employee satisfaction and wellbeing • Competitive positioning as an employer of choice

Measurement and Monitoring: Work-life balance performance is assessed through: • Employee engagement surveys and feedback • Workforce satisfaction metrics • Retention and turnover analysis • Regular review of flexible working policies • Integration with broader HR performance indicators

Specific quantitative work-life balance metrics such as flexible working uptake, employee satisfaction scores related to work-life balance, and related performance indicators would require additional detailed reporting to provide comprehensive measurement of the company's work-life balance initiatives.

Compensation metrics

Pay gap

To calculate average gross hourly pay level of both male and female employees, total target compensation (base salary, target annual bonus and target long-term incentive) has been considered.

The unadjusted global gender pay gap, shown as a percentage, is calculated as the difference of average pay levels between female and male employees, expressed as percentage of the average pay level of male employees.

Average gross hourly pay level and unadjusted gender pay gap As of 31st December, 2024

Average gross hourly remuneration shown above refers to total target compensation (base salary, target annual bonus and target long-term incentive) divided by the contractual hours per annum. The unadjusted gender pay gap, shown as a percentage, is calculated as the difference between the average gross hourly compensation of male employees and the average gross hourly compensation of female employees, divided by the average gross hourly compensation of male employees, without adjusting for factors such as job function, job level, performance, location, etc. Consequently, this number is not adjusted for objective factors.

Gender pay gap by professional category and weighted gender pay gap As of 31st December, 2024

The weighted overall gender pay gap, shown as a percentage, is calculated as the difference between the average gross hourly pay of male employees and the average gross hourly pay of female employees divided by the average gross hourly pay of male employees.

During the last years, the weighted overall gender pay gap has been decreasing. This is partly due to Amadeus's efforts to reduce gender pay disparities. The overall gender pay gap (weighted average) is mainly due to Amadeus' global presence and the higher number of men in senior roles. Although Amadeus does not yet disclose the adjusted gender pay gap, the company is planning to assess and monitor it, ensuring that any pay differences are justified by objective and explainable factors such as performance, job family, job level, and location. When Amadeus reviews salary differences in light of objective factors like country and job level, the gap reduces to less than five percent, looking at the global average.

Remuneration ratio

In 2024, the Executive Director's - the highest paid individual at Amadeus - total accrued remuneration amounted to €3,936,735.0, while the median annual total remuneration for employees (excluding the highest-paid individual) amounted to €68,245.0 and the ratio of these amounts is 57.7.

Annual total remuneration ratio As of 31st December, 2024

The ratio of the highest paid person to the median employee, shown as a percentage, is calculated as the total annual compensation of the company's highest paid person, divided by the median of the total annual employee compensation.

Methodology

The total compensation for the remuneration ratio is calculated considering the annual base salary as of December 2024. Cash benefits (bonus and special payments), benefits in kind and long term incentive refer to actual paid during fiscal year 2024, which may be related to prior year performance. For benefits in kind, the global total amounts converted into euros are used and divided by the number of employees in FTE included in the median calculation.

Raw data have been extracted from Group's ordinary system (Workday).

Incidents, complaints and severe human rights impacts

Amadeus monitors and reports on incidents, complaints and human rights impacts affecting its own workforce through established grievance mechanisms and reporting systems.

Primary Reporting Mechanism:

Speak Up Channel: • Available through corporate website and intranet • Regulated by the Speak Up Policy • Accessible to all Amadeus employees and external stakeholders • Managed by Corporate Compliance and Investigations as an impartial department

2024 Performance: During 2024, there is no record of any human rights violations received through the Speak Up Channel or otherwise, so no remedial action was required in this area.

Investigation and Response Process: When incidents are reported, they may: • Be investigated directly by Amadeus • Be referred to external third party (law firm or consultant) • Be referred to public authorities when appropriate

Remediation Framework: If violations are determined to have occurred: • Appropriate disciplinary or legal action is taken against violators • Action severity depends on the violation severity • Proper follow-up procedures are implemented • Lessons learned are integrated into prevention measures

Prevention and Training: • Online training provided to employees on proper use of the Speak Up Channel • Training and awareness activities on sustainability and human rights topics • Regular communication about grievance mechanisms availability • Integration with broader human rights due diligence processes

Governance and Oversight: • Corporate Compliance and Investigations designated as competent department • Regular reporting to Board of Directors through Audit Committee • Integration with Enterprise Risk Management framework • Connection to broader sustainability governance structure

Human Rights Integration: Incident reporting is connected to: • Updated Human Rights Policy (renewed in 2024) • Due diligence processes aligned with UN Guiding Principles • Double materiality assessment process • Overall sustainability risk management

Transparency and Communication: • Public reporting through Non-Financial Information Statement • Disclosure of main concerns received through whistleblower channel • Communication of remediation actions when applicable • Commitment to transparent reporting of human rights performance

Continuous Improvement: Amadeus continues to strengthen: • Incident prevention measures • Employee awareness and training • Grievance mechanism effectiveness • Human rights due diligence processes

Business conduct policies and corporate culture

Amadeus has established comprehensive business conduct policies and maintains a strong corporate culture focused on integrity, transparency, and ethical behavior as part of its "Be a reference for trust and integrity" commitment.

Core Business Conduct Policies:

Code of Ethics and Business Conduct: • Establishes fundamental principles for ethical behavior • Applies to all employees and operations globally • Sets standards for integrity, transparency, and responsible business practices • Regularly updated to reflect evolving standards and requirements

Anti-Bribery & Anti-Corruption Policy: • Comprehensive framework for preventing corruption and bribery • Applies to all business relationships and operations • Includes specific procedures for risk assessment and mitigation • Regular training and awareness programs

Human Rights Policy: • Renewed in 2024 to strengthen commitments • Based on UN Global Compact, Universal Charter of Human Rights, ILO Declaration, UNGPs, European Social Charter, and OECD Guidelines • Establishes commitments toward employees, society, local communities, and supply chain • Includes commitment to conduct human rights due diligence

Additional Key Policies: • Code of Ethics and Business Conduct for Third Parties: Extends ethical standards to business partners • Community Impact and Charitable Donations Policy: Guides social responsibility initiatives • Sustainability Policy: Framework for environmental and social commitments • Environmental Policy: Specific environmental management commitments • People Policy: Workforce-related policies and practices

Corporate Culture Integration:

ESG at the Core: • "Embed ESG at the core of Amadeus' culture" is a specific goal within the ESG Ambition • Sustainability integrated into business processes and decision-making • Regular training and awareness programs on ESG topics • Employee engagement on sustainability and ethical matters

Governance and Accountability: • Board oversight: Board of Directors approves and oversees business conduct policies • Committee supervision: Audit Committee supervises compliance with sustainability and business conduct policies • ESG Steering Committee: Reviews ESG strategy and compliance • Management accountability: Clear roles and responsibilities for policy implementation

Training and Awareness: • Regular training programs on ethics, compliance, and sustainability • Cybersecurity training completion tracked as performance metric • Online training on Speak Up Channel procedures • Board training: Including CSRD, AI, and Cybersecurity sessions in 2024

Culture Measurement and Monitoring: • Employee engagement surveys to assess culture effectiveness • Speak Up Channel for reporting concerns and violations • Regular monitoring of policy compliance and culture indicators • Continuous improvement based on feedback and best practices

Stakeholder Integration: Business conduct culture extends to: • Supply chain: Through third-party codes of conduct and ESG questionnaires • Customers: Through service delivery standards and ethical practices • Communities: Through community impact and social responsibility initiatives • Industry: Through participation in industry associations and collaborative initiatives

2024 Performance: • No human rights violations recorded through Speak Up Channel • Continued strengthening of policies and procedures • Enhanced stakeholder engagement processes • Integration of business conduct into sustainability reporting

Amadeus' business conduct policies and corporate culture reflect the company's commitment to maintaining the highest standards of ethics, integrity, and transparency across all operations and relationships.

Management of relationships with suppliers

Amadeus maintains comprehensive supplier management practices to ensure ethical business conduct and sustainability standards throughout its supply chain.

Supplier Landscape:

Key Supplier Categories: • Consulting and marketing services • Hardware vendors (servers and technology equipment) • Software vendors • Data cloud providers

Supplier Concentration: • 50 key vendors account for more than 64% of global spend • Fairly stable vendor concentration providing supply chain stability • Focus on strategic relationships with major suppliers

Supplier Management Framework:

Core Policies and Standards: • Code of Ethics and Business Conduct for Third Parties: Sets out commitments that business partners must make in terms of human rights and environment • Group Purchasing Policy: Establishes procurement principles and procedures • Human Rights Policy: Includes obligations applying directly to business partners • Anti-Bribery and Anti-corruption Policy: Extends to supplier relationships • Environmental Policy: Includes supplier environmental obligations

Due Diligence and Assessment: • ESG questionnaire: Used to assess suppliers on sustainability practices • Risk assessment processes: According to Due Diligence procedures • Assessment criteria: Include ESG practices, human rights, environmental, and anti-corruption aspects • Exclusion capability: Suppliers can be excluded for unsatisfactory ESG responses • Ongoing monitoring: Regular review of supplier performance and compliance

Engagement Mechanisms:

Communication Channels: • Direct contact through Amadeus Corporate Purchasing department • Local teams across offices worldwide for regional supplier management • Amadeus Vendor Portal: Platform for supplier information and communication • Speak Up Channel: Available for suppliers to raise concerns

Engagement Purposes: • Identify candidates for strategic relationships • Facilitate communication with potential vendors • Ensure suppliers meet firm-wide quality, management and safety standards • Comply with Amadeus' sustainability principles • Protect human and labor rights of workers • Support decarbonization of the activity chain

Risk Management and Monitoring:

Third-Party Risk Assessment: • Current tools for conducting due diligence on potential suppliers • Ongoing monitoring and sanctions screening • Human rights risk assessment for high-risk suppliers • Enhanced processes being developed to regularly analyze human rights and environmental issues

Control Measures: • Prevention measures: Through internal rules and policies • Detection procedures: For identifying breaches and non-compliance • Mitigation strategies: Based on risk assessment and due diligence • Regular review: Of supplier performance and compliance

Outcomes and Benefits:

Supplier Standards Improvement: • Enhanced supplier standards including ESG criteria • Increased awareness in the industry about sustainability importance • Identification of potential risks and areas for improvement • Streamlined supplier expectations and requirements

Strategic Relationships: • Development of strategic partnerships with key suppliers • Collaborative approach to sustainability improvements • Supply chain resilience and stability • Innovation and continuous improvement initiatives

Integration with Business Strategy: Supplier management supports: • ESG Ambition: Through supply chain sustainability • Risk management: Integration with Enterprise Risk Management framework • Due diligence: Alignment with human rights and environmental due diligence • Value creation: Through strategic supplier partnerships

Continuous Improvement: Amadeus continues to enhance supplier management through: • Process improvements: Regular review and update of procedures • Technology enhancement: Upgrading systems and tools • Stakeholder engagement: Improving communication and collaboration • Best practices adoption: Learning from industry standards and benchmarks

Supplier relationship management is a critical component of Amadeus' broader governance and sustainability strategy, ensuring that ethical business conduct and environmental responsibility extend throughout the company's value chain.

Prevention and detection of corruption and bribery

Amadeus has established comprehensive systems and procedures to prevent and detect corruption and bribery as part of its commitment to the highest standards of business conduct and integrity.

Anti-Corruption Policy Framework:

Anti-Bribery & Anti-Corruption Policy: • Comprehensive policy framework addressing all forms of corruption and bribery • Applies to all employees, operations, and business relationships globally • Regular updates to reflect evolving regulations and best practices • Integration with broader Code of Ethics and Business Conduct

Policy Extension to Third Parties: • Code of Ethics and Business Conduct for Third Parties: Extends anti-corruption standards to suppliers, vendors, and business partners • Human Rights Policy: Includes fight against corruption and bribery as commitment • Supply chain requirements: Suppliers must comply with anti-corruption principles

Prevention Measures:

Training and Awareness: • Regular training programs on anti-corruption and bribery prevention • Online training provided to employees on ethics and compliance • Awareness activities integrated into broader sustainability and ethics training • Board-level training: Including governance and compliance topics

Risk Assessment and Due Diligence: • Third-party risk assessment: Comprehensive due diligence on suppliers and business partners • Ongoing monitoring: Regular review of business relationships for corruption risks • Sanctions screening: Systematic screening of third parties • Enhanced due diligence: For high-risk relationships and geographies

Internal Controls: • Segregation of duties: In financial and procurement processes • Authorization procedures: Clear approval requirements for transactions • Documentation requirements: Comprehensive record-keeping standards • Regular audits: Internal and external review of compliance systems

Detection Mechanisms:

Speak Up Channel: • Anonymous reporting: Available through corporate website and intranet • Impartial investigation: Managed by Corporate Compliance and Investigations • Multiple reporting options: Direct investigation, external third party, or public authorities • Employee training: On proper use of reporting channels

Monitoring Systems: • Regular compliance monitoring: Systematic review of anti-corruption controls • Transaction monitoring: Review of financial transactions for suspicious activities • Third-party monitoring: Ongoing assessment of business partner compliance • Risk indicator tracking: Monitoring of corruption risk factors

Investigation and Response:

Investigation Procedures: • Corporate Compliance and Investigations: Designated impartial department • Professional investigation: Following established protocols and procedures • External expertise: Engagement of external law firms or consultants when appropriate • Documentation and reporting: Comprehensive investigation records

Remedial Actions: • Disciplinary measures: Appropriate action depending on violation severity • Legal action: When violations warrant legal proceedings • Process improvements: Learning from incidents to strengthen controls • Stakeholder communication: Appropriate disclosure and reporting

Governance and Oversight:

Board Oversight: • Board of Directors: Ultimate responsibility for anti-corruption policies • Audit Committee: Supervises compliance with anti-corruption policies and internal rules of conduct • Risk management: Integration with Enterprise Risk Management framework

Management Accountability: • Executive responsibility: Clear management accountability for compliance • Regular reporting: To Board and Audit Committee on compliance matters • Performance metrics: Integration of compliance performance into management evaluation

Continuous Improvement:

Regular Review and Update: • Policy updates: Regular review and enhancement of anti-corruption policies • Best practices adoption: Learning from industry standards and regulatory developments • System enhancements: Continuous improvement of detection and prevention systems • Training evolution: Regular update of training content and delivery methods

External Engagement: • Industry collaboration: Participation in anti-corruption initiatives • Regulatory cooperation: Engagement with relevant authorities and regulators • Stakeholder communication: Transparent reporting on anti-corruption efforts

Amadeus' comprehensive approach to preventing and detecting corruption and bribery reflects the company's commitment to maintaining the highest standards of integrity and ethical business conduct across all operations and relationships.

Incidents of corruption or bribery

Amadeus has disclosed quantitative metrics for ESRS G1-4 in its 2024 sustainability statement.

Confirmed incidents

No confirmed incidents relating to corruption or bribery were reported in 2024.

Convictions and fines

Amadeus did not receive any convictions or fines for violation of anti-corruption or anti-bribery laws in 2024. The company has not been the subject of any legal actions relating to corruption or bribery during the reporting period.

Disciplinary actions

No workers were dismissed or disciplined for corruption or bribery-related incidents in 2024.

Contracts terminated

No contracts with business partners were terminated or not renewed due to violations related to corruption or bribery in 2024.

Investigation and speak-up procedures

Amadeus operates a Speak Up Channel available 24/7 in four languages (English, Spanish, French, German), accessible through the company's intranet, websites, and by telephone. The channel is hosted by an independent third-party provider and certified to safeguard maximum confidentiality, security and privacy standards. Employees and stakeholders can anonymously report suspected issues that may contravene laws, regulations or business practices, including corruption and bribery.

All communications received through the Speak Up Channel are confidential and investigated by a dedicated team of investigators who are Certified Fraud Examiners. The channel is subject to regular internal and external audits. Retaliation against anyone reporting concerns in good faith is strictly prohibited.

The Audit Committee is responsible for supervising the functioning of the Speak Up Channel and regularly receives information on the number of complaints received, their source and type, the outcome of investigations and proposed actions.

The company has established investigation protocols to ensure consistency and objectivity. If after an investigation a breach is proven, disciplinary measures are taken where appropriate, and corrective measures are considered to prevent future infringements.

Beyond the procedures to follow-up on reports by whistleblowers in accordance with applicable law transposing Directive (EU) 2019/1937, Amadeus does not have specific procedures to investigate business conduct incidents, including incidents of corruption and bribery.

Political influence and lobbying activities

Political engagement approach

Amadeus actively and transparently participates in public policy dialogues to explain both Amadeus' and customers' perspectives about the travel industry and ideas about improving the policy frameworks that govern it. The Group engages with stakeholders in many jurisdictions to help them better understand Amadeus' industry and business with the ultimate aim of contributing to shape new regulatory outcomes, granting access to important information, mitigating risks and promoting collaboration.

The Amadeus Political Contributions, Lobbying, and Government Engagement Policy defines the Amadeus rules related to political contributions, interactions with government and lobbying activities. This Policy is complemented with the Speak Up Policy, the CEBC, the Anti-Bribery and Anti-Corruption Policy, the Entertainment & Gift Policy, the Charitable Contributions Policy, the Anti-trust and Competition Policy, and the Anti-Fraud Policy.

The Policy is applicable to all Amadeus employees, intermediaries and consultants that work on the company's behalf for lobbying purposes, was approved by the Executive Committee and Amadeus Industry Affairs unit is in charge of its supervision and administration.

Amadeus commits to comply with applicable laws and regulations and internal company policies. Its collaborations across the global travel industry are based on the principles of neutrality and transparency, fair competition and respect for society around the Group.

Ethical standards and guidelines

The Political Contributions, Lobbying, and Government Engagement Policy expresses Amadeus' commitment to not make contributions to political parties or individual political office holders or candidates for office. The only exception to this is in countries where there is a legal requirement to do so or where there is an established, lawful practice to do so. In such circumstances, any payment must be approved in advance and in writing by the SVP (Senior Vice President), the employee's Business Unit and Industry & Government Affairs. In many circumstances, political contributions may require the Amadeus Board or shareholder approval therefore, exceptions to this Policy are likely to be minimal.

The Policy establishes rules for engagement with government and regulatory bodies for the purpose of lobbying or dialogue on public policy, and to comply with laws and regulations that may apply - with regards to transparency and reporting.

The Policy is part of mandatory training for Amadeus employees and contractors.

Governance

No members of the Board of Directors, Executive Management Group or management team of the Group have held roles in public administration or regulatory bodies in the two years prior to the 2024 reporting period.

EU Transparency Register

Since 2014, Amadeus has been registered in the European Transparency Register, reporting periodically on its activities and the resources attributable to the activities covered by it. The last update of the information in the Register was carried out in February 2024. Amadeus' identification number in the Register is 193056815367-44.

Additionally, Amadeus is also registered in the Deutscher Bundestag Lobby Register and in the Haute Autorité pour la Transparence de la Vie Publique.

Political contributions

Amadeus does not provide financial funding nor in-kind contributions to political parties. This commitment is expressly included in the CEBC, the Anti-Bribery and Anti-Corruption Policy and the Political Contributions, Lobbying, and Government Engagement Policy.

Charitable contributions

It is important to highlight that the Group only makes charitable contributions that comply with local laws and ethical standards. These contributions must follow the approval process described in the Policy. A corporate contribution approval process is established, including minimum criteria for recipient organizations before charitable and political contributions are made. The proposed recipient must be vetted using the company's compliance tool for third-party compliance.

Lobbying expenditure

As included in the European Transparency Register, the estimate of annual costs related to activities covered by the register are between €900,000 - €999,999.

Focus areas and main policy engagement topics

The Group is frequently asked to contribute to regulatory reviews or give input to policy initiatives. Particularly, the main EU legislative or policy proposals of interest to the Company are transport, digital and tourism, especially in areas where technology plays a key role. These are linked to the Company's fields of interest - for instance, competition, consumers, digital economy and society, environment, single market, trade, and transport.

2024 key activities

In 2024, Amadeus has continued to engage with the European Commission and member states through periodic meetings, consultations and workshops:

• Multimodal Digital Mobility Services (MDMS): The Group actively promotes and shares its views jointly with other industry stakeholders to Members of Parliament (MEPs) to explain the benefits and positive impact of MDMS regulatory initiative in terms of making the transport sector smarter and more sustainable in Europe. The Company also contributes to consultations about this policy from the Friends of MDMS coalition through our membership with EU Travel Tech.

• Digital Decade objectives:

  • Amadeus is a member of the European Alliance on Industrial Data, Edge and Cloud, a group of 50 companies providing a roadmap to the European Commission for the next generation of cloud technologies and sovereign data exchange solutions. Amadeus is leading the working group on data spaces.
  • Amadeus, in collaboration with other travel industry players, is leading EONA-X, the first European mobility, travel and tourism data space. During 2024 Amadeus has contributed to give visibility to the initiative to the industry and targeted public stakeholders with the aim of facilitating growth.
  • Amadeus joined two consortia appointed by the European Commission to provide a roadmap on data space mobility and data space tourism.
  • Amadeus is involved in the Important Project of Common European Interest for Next Generation Cloud Infrastructure and Services (IPCEI-CIS), sponsored by the European Commission and jointly actioned with Member States and private sector. As part of this initiative, France will fund a data exchange platform project that will power the sectorial data spaces. In Germany a project around cybersecurity will create a cloud-hosted digital twin of Amadeus' Data Center in Erding, Germany.
  • As part of involvement in the EU Digital Identity Wallet Consortium, Amadeus is particularly active in the work stream on travel and tourism.

Trade association memberships and stakeholder engagement

Through engagement, Amadeus may support growth and address industry and sector specific challenges. At an industry level, Amadeus engages with selected players in many areas, including the digital, transport, travel and tourism arenas, to work toward common public policy goals.

Amadeus is indirectly represented through its membership of:

• EU Travel Tech (EUTT): In 2024, EUTT has been particularly active in engaging on key issues relating to ensuring a competitive, transparent travel sector for EU consumers; overcoming a fragmented single EU market; and making the travel and tourism industry more sustainable.
• US Travel Technology Association (TravelTech): In 2024, TravelTech has advocated for policies and sound regulations that promote information transparency and consumer choice, emphasizing the indirect channel's critical role in the entire travel ecosystem.
• Technology Industry Association (ATTIA) in Asia: In 2024, ATTIA has maintained a focus on initiatives that promote collaboration and information-sharing for the development of aligned industry and government priorities and vision for travel and tourism in Asia-Pacific.
• Global Travel Tech: Amadeus is among the founders of this newly created industry coalition, which intends to promote the travel technology industry agenda and participate in relevant global policy-making discussions on the future of the industry.

Consumer and travel agency partnerships

At consumer level, the Friends of MDMS coalition, which includes consumer associations BEUC and EPF among others, works to promote transparency in travel distribution and the transport market, to make it easier for travelers to compare and combine travel options, including more sustainable options.

The travel agency community is also a key partner for Amadeus in advocating and supporting transparency, fair competition and the development of a sustainable travel and tourism sector. Amadeus collaborates closely with:

• World Travel Agents Associations Alliance (WTAAA)
• European Travel Agents' and Tour Operators' Associations (ECTAA)
• American Society of Travel Advisors (ASTA)
• Direct partnerships with travel agency associations at both regional and national level worldwide

Other associations

Aimed at sharing and disseminating exemplary practices, other associations in which Amadeus participates include:

• World Travel and Tourism Council: A globally recognized private sector platform from which Amadeus advocates jointly with other industry stakeholders on issues of common interest affecting the travel and tourism sector.
• World Tourism Organization (UN Tourism): Amadeus is an affiliate member and strategic technology partner. During 2024, as part of collaborative effort to promote digital transformation, innovation, and investment perspectives in the tourism industry, Amadeus and UN Tourism launched a quarterly report, Travel Insights 2024: Focus on the Americas.

Additionally, the company has voluntarily joined various sustainability initiatives, notably Travalyst and the United Nations Global Compact.

Payment practices

While the report does not contain a dedicated section specifically labeled as G1-6 Payment practices, payment-related considerations are embedded within Amadeus' broader business conduct and governance framework.

Business Model Context: As a technology company serving the travel industry, Amadeus' payment practices are integral to its business operations: • Air Distribution: Generates revenues mainly from booking fees charged to travel providers • Air IT Solutions: Revenue from transactions processed and other IT services
• Global operations: Payment processes across 100+ offices and multiple currencies • B2B focus: Primarily business-to-business payment relationships

Governance Framework: Payment practices are governed through: • Code of Ethics and Business Conduct: Establishes principles for fair and ethical business practices • Anti-Bribery & Anti-Corruption Policy: Ensures integrity in financial transactions • Internal controls: Segregation of duties, authorization procedures, and documentation requirements • Audit oversight: Regular review of financial processes and controls

Supplier Payment Management: As part of supplier relationship management: • Group Purchasing Policy: Establishes procurement and payment principles • Vendor management: Through Amadeus Vendor Portal and direct engagement • Contract compliance: Ensuring payment terms align with contractual agreements • Risk assessment: Payment practices included in third-party risk evaluation

Internal Controls: • Financial controls: Part of broader internal control framework • Regular audits: Internal and external review of payment processes • Compliance monitoring: Ensuring adherence to payment policies and procedures • Risk management: Integration with Enterprise Risk Management framework

Stakeholder Considerations: Payment practices impact various stakeholders: • Suppliers and vendors: Fair and timely payment practices • Customers: Transparent billing and payment processes • Employees: Payroll and compensation management • Shareholders: Financial performance and cash flow management

Regional Compliance: With global operations across multiple jurisdictions: • Local regulations: Compliance with regional payment and financial regulations • Currency management: Multi-currency payment capabilities • Tax compliance: Alignment with local tax and reporting requirements • Legal frameworks: Adherence to local commercial and payment laws

While specific quantitative metrics on payment practices (such as payment terms, days payable outstanding, or supplier payment performance) are not explicitly detailed in the reviewed sections, these practices are embedded within Amadeus' broader commitment to ethical business conduct, financial integrity, and stakeholder relationship management.