Benefit Systems S.A.

Reference: page 70

The Group is governed by a two-person Management Board, which sets strategy and is responsible for ESG strategy and implementation, with the member responsible for Finance (Marcin Fojudzki) overseeing ESG. A six-member Supervisory Board, including three independent members, provides ongoing supervision. As at end-2024, women made up 50 percent of the combined boards. The Audit Committee monitors the sustainability reporting process, including the double materiality assessment and assurance. In 2024 the Group established an ESG Committee as an advisory body to the Management Board, chaired by the ESG-responsible board member with the Head of ESG and Public Affairs as deputy. The Head of ESG and Public Affairs leads the ESG function, coordinates strategy and reporting, and reports to the Management Board and Supervisory Board. Both boards received ESRS training in 2024, and a Group Risk Management Policy incorporating ESG risks was approved alongside a new Risk Committee.

Reference: page 74

The Head of ESG and Public Affairs reports aggregated sustainability information to the Management Board and Supervisory Board, and ESG reporting and assurance information to the Audit Committee. In 2024 the Management Board was informed of key matters including approval of the ESG strategy, the start of the ESG reporting process, the results of the double materiality assessment, and the internal ESG Report Preparation Procedure and ESG Committee rules. The ESG Committee held its first meeting on 2 December 2024, reviewing the status of the 2024 to 2026 ESG strategy, and will meet at least three times a year. The Audit Committee coordinates the Supervisory Board's oversight of sustainability reporting, including monitoring the reporting process, internal controls, and the assurance engagement. A Risk Committee, established in May 2024, held three meetings covering ESG-related risks. The Group notes it did not yet have a formal mechanism for the Supervisory Board to monitor the Management Board's ESG actions and plans to implement one in 2025.

Reference: page 75

Remuneration for Management Board and Supervisory Board members follows the Remuneration Policy adopted in 2020 and amended in April 2024. Management Board remuneration includes fixed and variable components, with variable pay linked to financial performance targets and specific non-financial objectives. Under the Remuneration Policy and the 2024 to 2026 ESG Strategy, the promotion and implementation of ESG standards, and achieving a defined score in the Pulse Check employee well-being survey, form annual performance objectives for Management Board members, reviewed annually by the Supervisory Board. Achievement of ESG-related objectives is part of the overall non-financial performance assessment that influences variable remuneration. However, the portion of variable remuneration linked to sustainability performance is not quantified separately as a percentage relative to other objectives. Beyond these indicators, the Company does not apply additional specific sustainability performance metrics. Supervisory Board members receive only fixed remuneration set by the General Meeting.

Reference: page 76

No formal human rights policy had been adopted at Group level. However, in 2024 work began on a due diligence policy, the Benefit Systems Group Responsible Business Conduct Policy, scheduled for adoption in 2025. The Group states it undertakes a range of measures to identify, assess, and manage actual and potential negative impacts on people and the environment, including human rights. The statement maps the core elements of due diligence to where they are addressed in the report. Embedding due diligence in governance, strategy and the business model is covered in GOV-1, GOV-2, and SBM-3. Engaging affected stakeholders is covered in IRO-1, SBM-2, and the social standards S1-2, S2-2, S3, and S4-2. Identifying and assessing adverse impacts is covered in SBM-3 and IRO-1. Taking action on adverse impacts is covered in E1-3, S1-4, and S4-4. Tracking effectiveness and communicating is covered in IRO-1.

Reference: page 76

The Group operates a risk management system based on recognised standards including ISO 31000:2018, with the Group Risk Management Policy as the primary framework. Risk management is a continuous process of identification, analysis and evaluation, response, monitoring, review, and communication. A Risk Committee was established in May 2024 to support the Management Board. The risk register is updated at least annually. In 2024 the Group conducted its first double materiality assessment under CSRD, identifying material sustainability-related risks and opportunities that were incorporated into the overall risk register. The internal control system, integral to the risk framework, follows a three lines of defence model involving all business units, an internal control team, and an independent internal audit function. Since 2024 the reporting process has been formally structured under the ESG Report Preparation Procedure adopted by the Management Board. The Group identifies value chain data collection as a key reporting risk, noting it does not yet have a formalised mitigation strategy available for disclosure but plans to develop one.

Reference: page 77

The Group integrates companies, employees, sports and fitness facilities, well-being services, and a cafeteria platform into a benefits ecosystem. Its business model provides sports and recreational services and well-being solutions that employers offer as non-pay benefits, centred on the MultiSport card giving access to thousands of facilities, plus the Group's own fitness clubs under brands including Zdrofit, Fabryka Formy, Fitness Academy, My Fitness Place, and FitFabric. Upstream are producers and suppliers of resources and infrastructure; own operations cover products such as MultiSport, MultiLife, and MyBenefit and the management of fitness clubs; downstream are B2B clients, B2B2C users, and B2C users. Outside Poland the Group operates in the Czech Republic, Slovakia, Bulgaria, Croatia, and Turkey, with employee headcount of 1,240 in Poland and smaller numbers in each foreign market. The Group is not active in fossil fuels, chemicals, controversial weapons, or tobacco. Strategic directions focus on growth in sport card and fitness markets, deeper Polish penetration, international expansion, and an expanded well-being and nutrition offering. The ESG Strategy 2024 to 2026 organises priorities under Society, Business, and Environment.

Reference: page 83

The Group engages key stakeholders to build long-term relationships and to adjust its offering to market needs, communicating transparently and prioritising direct dialogue. As a Warsaw Stock Exchange listed company, it follows applicable regulations for listed companies, and its Supervisory Board includes three independent members nominated by entities representing different shareholder groups. Key stakeholder groups and engagement channels are set out for shareholders and investors, B2B, B2B2C and B2C customers and users, partners and suppliers, employees and associates, experts and media, local communities and beneficiaries, and environment and climate. Channels include meetings, surveys, NPS studies, conferences, whistleblowing to the Compliance Officer, and ESG reports. Stakeholder dialogue, through surveys and in-depth interviews, fed into the double materiality assessment. Feedback from customers, users, and employees informs operational priorities and is communicated to decision-makers, with the Management Board informed of stakeholder concerns about potential negative impacts. The Group states stakeholder interests do not require altering the fundamental assumptions of its business strategy and model.

Reference: page 86

The Group's first double materiality assessment in 2024 identified material impacts, risks, and opportunities mapped to ESRS topics. Material impacts span climate change, water and marine resources, resource use and circular economy, own workforce, value chain workers, affected communities, end-users (consumers), and business conduct. They include negative impacts such as greenhouse gas emissions, ozone depletion from refrigerants, natural resource consumption, hard-to-recycle materials, employee and user health and safety risks, value chain working conditions, and privacy breaches, alongside positive impacts on community sport access, associate development, and users' physical and mental health. Material financial risks and opportunities include reduced winter heating costs, possible inclusion of buildings in the EU ETS, low-emission technology costs, extreme weather and water restriction effects, recycling opportunities, employee development, data privacy breaches, pandemic-related operating restrictions, and demographic shifts affecting demand. The Group concludes these do not currently require fundamental business model changes but call for strengthened management of selected areas, supported by the planned Responsible Business Conduct Policy and the Green Club standard. The Group used the transitional provision to omit anticipated financial effects.

Reference: page 89

In 2024 the Group carried out its first double materiality assessment, mapping its value chain as the foundation for identifying material impacts, risks, and opportunities, and reviewing key internal documents and organisational practices. It conducted peer benchmarking across the European market and drew on external sources including SASB Standards for Leisure Facilities and the MSCI ESG Industry Materiality Map. Internal and external stakeholders, including employees, associates, partners, suppliers, customers, local communities, NGOs, and industry organisations, were involved through surveys and interviews, with results analysed in a human rights impacts workshop. A series of thematic workshops identified and assessed impacts, risks, and opportunities against predefined criteria, validated by area owners and the ESG department. Scale, scope, irremediable character, and likelihood were assessed on a five-point scale using a severity and likelihood matrix recommended by EFRAG, with the median used as the materiality cut-off. The list of material topics was approved by the Management Board in October 2024 and by the Audit Committee in December 2024. The Group plans a full double materiality assessment at least once every two years. Due diligence research covered 708 stakeholder surveys and eight in-depth interviews.

Reference: page 93

The Group presents ESRS compliance tables setting out the disclosure requirements covered by its sustainability statement, determined by mapping impacts, risks, and opportunities to topical standards during the double materiality assessment and applying materiality thresholds. The tables list each disclosure number, its title, and the section of the report where it is addressed. The cross-cutting ESRS 2 disclosures, BP-1, BP-2, GOV-1 to GOV-5, SBM-1 to SBM-3, IRO-1, and IRO-2, are all located in the General information section. The double materiality assessment found the following topical standards material: E1 Climate change, E3 Water and marine resources, E5 Resource use and circular economy, S1 Own workforce, S2 Workers in the value chain, S3 Affected communities, S4 Consumers and end-users, and G1 Business conduct. E2 Pollution and E4 Biodiversity and ecosystems were assessed and determined not material. The tables also indicate where individual datapoints are not applicable or where phased-in transitional provisions have been applied.

Reference: page 109

In 2024, the Group did not implement a transition plan for climate change mitigation. The organisation intends to develop such a plan but has not yet set a date for its adoption, with a decision expected in 2025. The Group is not excluded from the scope of EU Paris-aligned Benchmarks but has not established mitigation targets aligned with the objective of limiting global warming in line with the Paris Agreement. Through the double materiality assessment the Group identified material climate-related impacts (GHG emissions, ozone layer depletion from refrigerants, and natural resource consumption through energy use), several transition and physical risks (such as inclusion of commercial buildings in the EU ETS raising heating costs, costs of low-emission technologies, and extreme weather events causing asset impairment and operational disruptions), and one opportunity (reduced winter heating costs in Europe due to a declining heating degree days index).

Reference: page 109

In 2024, the Group did not have a policy for the management of material impacts, risks and opportunities related to climate change mitigation. The absence of formal policies is attributable to the service-based nature of the Group's operations and its perception of primary impacts and dependencies as being predominantly within the social domain. Nevertheless, climate-related matters remain an area of focus for the organisation, primarily reflected in the monitoring of energy consumption and the implementation of measures aimed at its reduction. The Group plans to adopt a policy for the management of material impacts, risks and opportunities related to climate change mitigation in 2025.

Reference: page 109

In the absence of an applicable policy in 2024 for the management of material impacts, risks and opportunities related to climate change mitigation, the Group did not allocate resources for the implementation of a potential action plan. The Group intends to undertake such actions in the medium term, following the adoption of the action plan. However, no decisions have yet been made regarding the specific measures to be implemented. As a result, it is currently not possible to identify the specific resources required for their execution. At present, the undertaking does not allocate resources to the implementation of climate policy-related actions.

Reference: page 109

In 2024, the Group had no targets in place related to climate change mitigation or adaptation. The undertaking has not defined levels of ambition, does not monitor progress or the effectiveness of actions, and does not have targets in this area. The Group plans to define such targets within a timeline to be determined in 2025.

Reference: page 111

The Group does not operate in high climate impact sectors. It assesses the severity of its impacts and evaluates the effectiveness of its actions by measuring energy consumption, including green energy, and by calculating its carbon footprint across all three scopes using the GHG Protocol methodology, with invoices as the primary data source and some data estimated using the financial method. Total energy consumption in 2024 was 113,531.55 MWh. Of this, 72,851.14 MWh came from fossil sources (88.85% share) and 17,803 MWh from renewable sources (11.15% share). Energy from nuclear sources was 0 MWh. Renewable electricity consumption was 6,717.909 MWh, with no biomass, biofuels, biogas, renewable hydrogen, renewable heat, steam, cooling, or self-generated energy reported.

Reference: page 112

GHG emissions were calculated in accordance with the ESRS and the GHG Protocol covering all three scopes, using the operational control approach, with 2024 as the baseline year. Gross Scope 1 GHG emissions were 2,781.31 Mg CO2e (0% from regulated emission trading schemes). Gross Scope 2 emissions were 41,661.11 Mg CO2e location-based and 41,415.54 Mg CO2e market-based. Total gross indirect Scope 3 emissions were 269,545.66 Mg CO2e, dominated by Category 11 Use of sold products (210,479.59) and Category 2 Capital goods (30,130.95). Total Scope 1+2 (location-based) + Scope 3 GHG emissions were 313,988.47 Mg CO2e, and total Scope 1+2 (market-based) + Scope 3 were 313,742.90 Mg CO2e. The share of certified renewable electricity under the market-based approach was 11.15%. Emissions data was not subject to independent external assurance.

Reference: page 119

The Group had no policies related to water and marine resources in place in 2024. Operating in the services sector, the Group focused on the social aspects of its business and undertook only limited water-saving measures within its own facilities. In 2024, it carried out an assessment of its environmental impacts and dependencies, including those related to water. The timeline for adopting water-related policies is expected to be established in 2025. The double materiality assessment identified a material impact on water availability due to increased water stress and a material risk that water use restrictions could result in water shortages at own or partner-operated facilities; no material opportunities were identified.

Reference: page 119

In 2024, the Group had no action plan in place relating to water and marine resources. Operating in the services sector, the Group focused on the social aspects of its business and undertook only limited water-saving measures within its own facilities. The outcomes of the 2024 environmental assessment will inform the development of a strategy incorporating relevant action plans.

Reference: page 119

In 2024, the Group had no water or resources-related targets in place. The Group is currently developing its approach in this area and analysing the implications of its dependencies on water and marine resources. Only upon completion of this process does the Group intend to decide whether to establish targets in 2025. Accordingly, it has not yet defined measurable ambitions or designated a baseline year.

Reference: page 119

The double materiality assessment identified water-related impacts associated with water withdrawal for operational and sanitary purposes; no material impacts, risks or opportunities were identified in relation to marine resources. The Group does not store, retain, or recycle water, and assumes 100% of water withdrawn equals the amount discharged. For Polish facilities, approximately 80% of withdrawal and discharge data is based on direct measurement from meters or invoices, with the remaining 20% interpolated; foreign facilities are estimated using a water use intensity ratio of 1.5 m3 per square metre of fitness club floor area. Total water withdrawals were 625,797 m3 (408,393 m3 actual, 217,404 m3 estimated), with water discharges equal at 625,797 m3. Using net revenue of PLN 3,397 million, water intensity was 184.22 m3 per PLN million of net revenue, or 769 m3 per EUR million.

Reference: page 120

In 2024, the Group had no policies in place regarding resource use and circular economy. So far, the Benefit Systems Group has focused on social policies and initiatives, and therefore no dedicated circular economy policies have been established. The Group has followed a general principle of prudent resource management, favouring repairs (where feasible and permitted by safety regulations) over the procurement of new items of property, plant and equipment. The double materiality assessment identified material impacts relating to depletion of natural resources from facility fit-out and equipment, the use of hard-to-recycle materials and products, and municipal waste generation, alongside an opportunity to implement selective waste collection and recycling.

Reference: page 120

The year 2024 marked the first time the Group conducted an assessment of its impacts related to circular economy, the outcomes of which will inform the development of a strategy incorporating relevant action plans. The Group is progressively implementing measures to optimise resource use and waste management. Existing initiatives focus on minimising material waste and maximising the reuse of materials, and include: promoting the reuse of products and resources by reselling replaced sports equipment and finishing materials; sustainable selection of office materials, with the Parent primarily using recycled printer paper and rechargeable batteries instead of single-use AA and AAA batteries; and use of recycled and partially refurbished materials and equipment, particularly in upgraded and newly established fitness clubs, reducing virgin raw material consumption and waste.

Reference: page 120

The Group has not established formal, measurable targets in relation to resource use and circular economy, nor has it adopted qualitative or quantitative metrics to assess progress in achieving such targets and implementing related actions. The year 2024 marked the first time a resource use and circular economy assessment was conducted, representing a key milestone in the process of identifying impacts and, at the same time, the reason why targets have not yet been defined. The Group is currently assessing the consequences of the identified impacts and will determine the timing for setting relevant targets in 2025.

Reference: page 121

The analysis of material impacts, risks and opportunities identified a material impact related to resource use, stemming from the fit-out and furnishing of sports and fitness facilities and the consumption of office materials, primarily paper. As the Group does not engage in manufacturing activities, it does not report detailed qualitative or quantitative data in this area. Material resource inflows are paper, equipment, fit-out materials, and fitness machines used in fitness clubs. The Group follows two procurement pathways for sports and fitness equipment: the purchase of new equipment, and the purchase of refurbished equipment from other fitness networks. Fitness club interiors are generally fitted out with new materials, though recycled raw materials may be used (for example, rubber flooring made from processed rubber waste). The Group does not consider critical raw materials or rare earth elements to constitute material resource inflows.

Reference: page 121

The Group identifies impacts related to the generation of significant volumes of waste that are difficult to recycle, addressed by establishing conditions enabling selective waste collection. As the Group's operations are service-based rather than manufacturing-oriented, circular economy principles related to product design for durability, reusability, repairability, disassembly, or recyclability do not apply, and this disclosure on products is considered not applicable to its operations. The Group operates through leased premises and does not have direct access to data on waste generated, as such waste is managed by the lessor; accordingly, data has largely been estimated based on literature sources and predefined assumptions, with the central office sourced from the BDO waste database. Resource outflow waste data is reported under the waste disclosure below.

Reference: page 121

Waste data was estimated based on literature sources and predefined assumptions, assuming the Group's operations generate waste classified under code 20 03 01 (unsorted mixed municipal waste), with the central office sourced from the BDO waste database. In 2024, the total amount of waste generated was 2,057.71 tonnes. Total waste diverted from disposal was 1,257.26 tonnes (61.10%), comprising preparation for reuse 0.00 tonnes, recycling 549.41 tonnes, and other recovery (energy recovery) 707.85 tonnes. Total waste directed to disposal was 800.45 tonnes (38.90%), comprising incineration 16.46 tonnes, landfill 783.99 tonnes, and other 0. All waste was non-hazardous; the Group does not generate hazardous or radioactive waste. The assumed disposal split applied in the GHG Category 5 calculation was 30% landfill and 70% recycling or energy recovery through incineration. Estimates were not subject to independent external verification.

Reference: page 124

The Group's strategic approach sits within the ESG Strategy for 2024-2026 under the Society pillar (Activity and engagement; Well-being and education). The Group has not implemented formal, uniform HR policies across all companies, but workforce-related policies, rules and procedures exist at individual company level, aligned with the material matters identified. Key policies cover training planning and implementation, occupational health and safety procedures, personal data protection (GDPR), working time and remote work rules, and work rules for secure employment. OHS and personal data matters are regulated at individual company level. No formal Group human rights policy has been adopted, though in 2024 the Parent began work on a Responsible Business Conduct due diligence policy scheduled for adoption in 2025. The Group references the UDHR and ILO conventions via its Code of Ethics (BS Way), operates a whistleblowing system, and Benefit Systems S.A. has adopted a Diversity, Equity and Inclusion (DEI) Policy. Recruitment, promotion and development processes are based on qualifications and competencies.

Reference: page 127

The Group has not implemented uniform engagement procedures; each entity applies its own approach. Own workforce, an external consultancy and stakeholder representatives were engaged in the double materiality assessment through surveys in all countries of operation plus in-depth interviews, with results analysed in workshops attended by employee representatives. In October 2024 the list of material matters was shared with employee representatives. Works councils have been established in certain companies including Benefit Systems S.A. and VanityStyle sp. z o.o. Responsibility in the Parent lies with the Management Board member for Human Resources. Engagement effectiveness is assessed using the Pulse Check tool measuring employee sentiment, satisfaction and engagement. 2024 engagement examples included surveys, town hall meetings, semi-annual evaluation meetings, the Zoom on Business series (seven meetings held in 2024, averaging nearly 500 attendees), whistleblower procedures, an open-door policy, and webinars and workshops.

Reference: page 128

The Group seeks to provide appropriate remedies where its activities cause or contribute to material adverse impacts on its own workforce. Remediation is coordinated by units including the HR department and OHS Officers, with the Ethics Committee monitoring the processes. Negative impacts may be identified through whistleblowing channels, OHS reports, HR submissions, regular employee surveys (Pulse Check), direct engagement, and monitoring of repeated occurrences. Remedial measures may include amending procedures, organisational changes, and disciplinary action. Employees and associates may report irregularities under the Whistleblower Protection Act or submit concerns on matters such as bullying or discrimination to HR departments, works councils or dedicated email addresses. The Parent has a detailed anti-bullying procedure requiring written, signed reports, with an independent review panel appointed. Each report initiates an investigation that may involve interviews, validity assessment and remedial actions up to termination. The only actual negative impact identified relates to the form of employment of associates in fitness facilities; the Group currently has no dedicated solution but maintains transparent communication at recruitment. Work-related accident reporting channels are also defined.

Reference: page 131

In 2024 the Group addressed selected material impacts, risks and opportunities, drawing on the double materiality assessment. Effectiveness indicators for training, health and safety, and work-life balance are reported in S1-13, S1-14 and S1-15. Training initiatives include management training, the Champions League mentoring programme, thematic and competency-based training, diversity and inclusive leadership webinars (with the Mamy Podobnie foundation), co-financing of studies, and career paths. Occupational health and safety actions include risk monitoring and ergonomics, mandatory OHS training, and manager training on task allocation. Work-life balance initiatives include a class schedule consultation system in fitness clubs, transparent communication with candidates, childcare subsidies, remote work, psychological support and well-being programmes; an internal well-being strategy was initiated in 2024 for finalisation in 2025. Secure employment and privacy actions are also described. Example expenditures: training and skills development PLN 3.2 million in 2024 (PLN 3.7 million budgeted 2025); work-life balance PLN 820,000 in 2024 (PLN 1,120,000 budgeted 2025), both OpEx. In 2024 the Group did not identify a need for remedial actions due to the absence of reported incidents.

Reference: page 132

The ESG Strategy for 2024-2026 includes workforce targets identified as strategic prior to the double materiality assessment. The year 2024 is the baseline and the target implementation period extends to the end of 2026; results for 2024 and 2025 will be comparable in the 2025 statement. Two main targets relate to material workforce topics. For training and skills development (Equal treatment and opportunities for all): maintain the average number of training hours per employee in the Group at no less than 26 hours annually over a three-year period, supported by a target to increase by 5% the proportion of surveyed employees who consider the Group an employer that supports their professional and personal development (within three years versus the 2024 baseline). For work-life balance (Working conditions): introduce solutions that support work-life balance, supported by a target to increase by 5% the proportion of surveyed employees who consider the Group an employer that supports their work-life balance. No targets have yet been defined for occupational health and safety, secure employment, or workforce privacy; the decision on dedicated targets will be taken during the 2025 ESG strategy update.

Reference: page 133

The analysis covers only individuals employed under an employment contract in an active employment relationship as at 31 December 2024, reported as headcount (not FTE). Total employees: 2,437, comprising 1,539 female, 898 male, 0 other and 0 not disclosed (women approximately 63%). By country: Poland 1,240, Czech Republic 471, Slovakia 206, Bulgaria 321, Croatia 71, Turkey 128. By contract and working time: permanent 1,579 (993 female, 586 male), temporary 273, non-guaranteed hours 103, full-time 2,144, part-time 213. During the reporting year 520 employees left the organisation, giving an employee turnover rate of 21.34% (leavers divided by 31 December headcount). The relatively high turnover is attributed to the nature of the fitness sector, transitional front desk and trainer roles often held by students or young adults, and the Group's model of acquiring clubs together with their personnel. Data is compiled from internal HR systems and has not been externally validated, which applies to all S1 metrics.

Reference: page 135

Associates (non-employees) providing work for Group companies include self-employed individuals on B2B contracts (fitness club managers, IT specialists, marketing experts, personal trainers, lawyers and legal advisors), individuals under civil-law contracts (umowa zlecenie, umowa o dzielo) such as fitness instructors and trainers, reception staff, cleaning and administrative support, event lecturers and content creators, and individuals providing outsourced services such as call centre and customer support. Total non-employees in the Group's own workforce: 6,394, comprising 6,394 associates and 0 individuals engaged by agencies. The analysis covers individuals in an active employment relationship as at 31 December 2024. The data is compiled from internal HR registers and personnel reports, covers both long-term and short-term project engagements, and reflects headcount rather than full-time equivalents (FTE).

Reference: page 135

The average number of training hours by gender in 2024 was 35.95 hours for women and 24.75 hours for men. The training hours data includes both employees and associates and represents the average training hours per person within each gender group, calculated as total training hours delivered during the reporting period divided by the number of individuals in each category as at 31 December 2024. The analysis covers all training programmes delivered by the Group, including mandatory operational training (primarily onboarding across all entities) and developmental initiatives, but excludes training financed individually by employees or programmes outside the formal registration system. Metrics are not expressed in FTE. On performance reviews, of 2,437 employees, 1,177 were reviewed (48.30%): 737 of 1,539 women (47.89%) and 440 of 898 men (48.99%). The Parent operates a semi-annual performance evaluation system linked to the Management By Objectives (MBO) bonus framework, with specialists subject to quarterly and/or semi-annual assessments.

Reference: page 136

Key health and safety metrics for 2024: 98.92% of employees covered by a health and safety management system based on legal requirements and/or recognised standards or guidelines; 0 fatalities from work-related injuries or ill health; 3 recordable work-related injuries among employees, with a rate of 0 per million hours worked; 0 recordable cases of work-related ill health among employees; 75 days lost due to work-related injuries, fatalities and ill health; recordable cases and days lost for non-employees reported as N.A.; and 1,427 individuals in the own workforce covered by a health and safety management system that has been internally audited and/or audited or certified by an external party. The Group has not implemented external certification. Data on accidents and injuries is collected through internal reporting systems and employee submissions, covering both employees and non-employees in an active relationship as at 31 December 2024. The absence of non-employee data reflects incomplete integration into reporting systems. OHS management is decentralised and conducted independently by each Group company in line with local legal requirements.

Reference: page 136

In 2024, 100% of employees (100% female, 100% male) were entitled to family-related leave. The percentage of entitled employees that took family-related leave was 31.39% in total, comprising 21.58% of women and 9.81% of men. The analysis covers employees in an active employment relationship as at 31 December 2024. All employees of the Group are entitled to family-related leave in accordance with applicable labour law, social policy or internal regulations across the Group's subsidiaries and countries of operation. The most common forms of family-related leave include maternity, paternity, parental and childcare leave, leave to care for a sick child or family member, caregiver leave, and special leave related to important family events. The Group's family leave policy is tailored to local legal requirements so that each employee has access to appropriate entitlements in line with applicable legislation.

Reference: page 138

In 2024 the Benefit Systems Group had no dedicated policies specifically addressing value chain workers. Relevant matters are covered by general documents at the Parent, principally the Benefit Systems Group Code of Ethics (BS_WAY), which expects partners and suppliers to act with honesty, integrity and ethical conduct and to comply with fair competition rules. Two ESG Strategy commitments relate to suppliers: integrating ESG criteria into procurement and evaluating key suppliers against ethical, social and environmental criteria, and co-creating responsible management standards among partners. The Group has identified a need to formalise value chain procedures and plans to develop a Supplier Code of Conduct covering value chain workers, with responsibility resting with business owners, the Compliance Officer and the Head of ESG and Public Affairs. It also intends to adopt a Responsible Business Conduct due diligence policy in 2025, addressing human rights and the prohibition of forced and child labour. No instances of non-compliance with international standards were identified in 2024.

Reference: page 139

The Group engages value chain workers mainly indirectly, through dialogue and cooperation with owners, managers and supervisors of sports and fitness facilities. Direct engagement is limited to specific groups such as front-desk personnel at partner clubs. In 2024 a stakeholder survey involving supplier and partner representatives gathered input on working conditions as part of the double materiality assessment, coordinated by business owners and the ESG department. The Parent also commissions an annual independent third-party survey allowing partner facilities to share views on cooperation with Benefit Systems S.A. Overall satisfaction was 87 percent in 2024 (84 percent in 2023), and the Net Promoter Score among partner clubs was 42 percent (44 percent in 2023). Results led to actions such as reactivating the sponsorship programme for MultiSport Partners and developing a training programme. The Parent holds several thousand partner meetings annually. The Group does not yet comprehensively assess engagement effectiveness or the views of particularly vulnerable workers.

Reference: page 139

Group companies provide reporting channels for legal violations and whistleblower protection mechanisms in line with applicable regulations, detailed in the Business conduct section. For matters outside whistleblower rules, value chain workers may raise concerns via dedicated helplines, contact forms or email addresses published on Group company websites. The Code of Ethics (BS_Way) allows external stakeholders to contact the Compliance Officer of Benefit Systems S.A. directly. The Parent plans to progressively implement the Code of Ethics in foreign subsidiaries in 2025, including guidance on how external stakeholders, including value chain workers, may report breaches of law or ethical standards. The Group has not yet implemented mechanisms to assess whether value chain workers are aware of or trust these channels. Although not the direct employer, the Group promotes collaboration with partners and suppliers meeting defined standards through MultiSport partner quality criteria, declarations of compliance with business ethics, contractual provisions, and the option to report breaches.

Reference: page 140

The Group addresses material impacts primarily through labour standard requirements for partners and suppliers, as set out under G1-2 in the Business conduct section, covering the CSR questionnaire, contractual clauses, and documents pending finalisation: a Responsible Business Conduct due diligence policy and a supplier code of conduct. The Group has not adopted dedicated action plans or mitigation measures, citing its lack of direct control over working conditions in partner facilities. Positive initiatives in partner and supplier relations, particularly exchange of best practices, may be regarded as indirect mitigation. Form Factory companies in the Czech Republic and Slovakia plan to develop actions on value chain worker impacts by 2027. The Group does not directly monitor occupational health and safety or workplace standards at partner facilities; contracts make partners responsible for safety compliance and qualified staff. User feedback via the Partner Zone platform supports partner review, and complaints are handled individually. In 2024 the Group received no notifications of negative impacts on value chain workers, so no remedial actions were needed.

Reference: page 140

The Group has adopted ESG Strategy 2024 to 2026 targets related to value chain workers, but these do not meet the measurability criteria required under ESRS. The absence of ESRS-compliant targets reflects that the current ESG Strategy was developed before the new reporting standards and focuses on high-level initiatives rather than metrics aligned with ESRS and gap analysis. The methodology used to develop the ESG Strategy is described under SBM-1 in the General information section. The Strategy is scheduled to be updated in 2025, following completion of the first reporting cycle under the new ESRS framework. Because of the absence of dedicated policies and actions concerning material topics, effectiveness is not currently being assessed.

Reference: page 140

This is presented as an entity-specific disclosure covering communities on which the Group may have a material impact, including children, youth, seniors and persons with disabilities supported through the MultiSport Foundation and initiatives such as the Junior Positive Energy Academy, the Dobry MultiUczynek programme, the Summer Game project and the Aktivni Cesko Foundation, as well as residents near the Group's sports facilities and non-customers benefiting from organised activities. The double materiality assessment did not identify any material negative impacts, risks or opportunities for these communities, but confirmed the Group's positive contribution through sports programmes and events that enhance access to physical activity and foster social integration, particularly among children and youth, primarily managed by the MultiSport Foundation. Accordingly the Benefit Systems Group has not adopted policies specifically addressing affected communities and does not currently plan to introduce a formal policy in this area.

Reference: page 141

Presented as an entity-specific disclosure. Community perspectives influence decisions on the sports programmes and events run by the MultiSport Foundation. When designing each programme the Foundation considers the needs of beneficiaries (such as children, seniors, persons with disabilities and their proxies, PE teachers and trainers), their representatives (municipalities, schools and the National Institute for Senior Economy), and proxies including professional athletes with or without disabilities. Input is gathered through in-person and online meetings, telephone conversations and surveys, forming the basis for each programme framework. During delivery, coordinators remain in regular contact with beneficiaries, representatives and proxies, with engagement ranging from several times per week to monthly. Each programme concludes with an evaluation including participant surveys, and findings are used to implement improvements. Members of the Foundation's Management Board oversee programmes and ensure communities can influence development, while operational responsibility lies with individual programme coordinators.

Reference: page 141

Presented as an entity-specific disclosure. The Benefit Systems Group enables members of local communities or their representatives to report suspected breaches of law or ethics in relation to Group company activities, as described in the Business conduct section. At the MultiSport Foundation, concerns may be submitted via a contact form on the Foundation's website or directly to the relevant programme coordinators. In 2024 the Group did not receive any formal complaints or grievances concerning the Foundation's activities; reports submitted primarily consisted of improvement suggestions, to which the organisation responded constructively and in good faith. The Group does not verify the extent to which affected communities are aware of the available channels for raising concerns or expressing needs.

Reference: page 141

Presented as an entity-specific disclosure. Actions contributing to positive impacts on local communities are implemented primarily through MultiSport Foundation programmes delivered using internal resources. In 2024 these included MultiSport classes with corrective and compensatory gymnastics for preschool and primary school children in regions with limited sports infrastructure (reach doubled in 2024); Senior in Good Shape, developed with the National Institute for Senior Economy and funded by the Ministry of Sport and Tourism; MultiSport Active Schools for adolescents aged 12 to 19; and Brimming with Sports promoting inclusion for persons with disabilities. Other actions include the Junior Positive Energy Academy (VanityStyle with SWPS University), the Aktivni Cesko Foundation, the Dobry MultiUczynek volunteer programme (24 community projects in 2024) and the Summer Game charity project. As a strategic commitment the Group promotes physical activity and healthy lifestyles and provides education, allocating PLN 4,254,600 in OpEx in 2024 to these stakeholders, with the 2025 budget planned to increase to PLN 6,082,266.

Reference: page 142

Presented as an entity-specific disclosure. The Group's goals for advancing positive impacts on local communities are set out in the Articles of Association of the MultiSport Foundation and reflected in the ESG Strategy. Commitments include delivering at least 40,000 hours of free sports activities for children, young people and seniors between 2024 and 2026, reaching at least 50,000 beneficiaries per year of free programmes and events, running at least 20 annual initiatives, and reaching at least 100,000 direct beneficiaries annually of external educational activities. Against 2023 baselines, 2024 progress included 36,500 hours of free sports classes (from 6,000), 95,800 beneficiaries of events and educational meetings (from 30,000), and 23 events (from 8). Progress is reported by programme coordinators to the Foundation's Management Board, monitored monthly with semi-annual and annual reviews. The Foundation does not directly engage communities in monitoring performance but supports transparency through annual activity and financial reports and social media updates.

Reference: page 145

The Group does not maintain a single unified policy governing customers and end-users; these matters are managed through a range of internal policies, procedures and regulations. Internal regulations at the Parent, including the Code of Ethics and the Diversity, Equity and Inclusion (DEI) Policy adopted in 2023, extend their commitments to end-users. Health and safety instructions define principles for safe use of fitness facilities. Policies covering key product lines (MultiSport, MultiLife, MyBenefit, FitProfit, FitSport, QlturaProfit and VanityStyle Zone) define users' rights and obligations. A Privacy Policy specifies processing and protection of personal data in line with GDPR, covering data categories, purposes, data subject rights and security measures, and a Cookie Policy regulates cookie use. There is no formal policy on access to high-quality information, though relevant provisions appear in expert contracts. In the Fitness Branch, minor protection standards safeguard children, with staff trained in child protection. No human rights violations were reported in 2024. Policies are published on corporate websites and accessible via product applications.

Reference: page 146

The Parent and subsidiaries engage customers and end-users through recurring surveys on experiences and opinions, including satisfaction surveys, Net Promoter Score surveys and exit interviews, incorporating their perspectives into decision-making. As part of the double materiality assessment, customers were engaged in dialogue, indirectly expressing views on the Group's impact on B2B2C users, covering safety, privacy, inappropriate treatment and the risk of accidents. These mechanisms help promptly identify risks from inadequate safety standards, monitor the quality of information provided, and respond to alerts on personal data breaches. Communication is conducted through customer service offices and helplines, email, contact forms on corporate websites, and social media (Facebook, Instagram, TikTok), with responsibility across roles including Head of Customer Relations and Marketing Director. Surveys include an annual NPS survey, the MultiSport Index and end-user satisfaction surveys conducted with prior consent. Effectiveness is assessed through survey and NPS results, KPIs such as enquiry volumes, average response time and retention, and online and social media feedback. No groups were identified as particularly vulnerable or marginalised.

Reference: page 147

Group companies have implemented concern reporting channels adapted to their operational contexts, supporting remedial actions on health and safety in facilities, data privacy and the quality of health-related content. End-users may raise concerns through various channels, contact the Compliance Officer directly via a dedicated email inbox for suspected legal or ethical violations, and report personal data matters to the Data Protection Officer. Channels include a designated customer representative, helpline, dedicated email addresses, traditional mail and website chat, supported by IT systems and complaints handling procedures, with trained customer service staff and a dedicated Help and support section on the corporate website. Resolved issues are tracked through report management platforms, KPI monitoring of time to response and resolution, post-closure satisfaction surveys, service process audits, and periodic staff performance assessments. In exceptional circumstances compensatory measures may be applied. The Group assesses awareness and trust in the channels through surveys, analysis of submissions, first-line staff feedback, usability testing and customer journey mapping. There is no unified dedicated policy for protecting end-users who submit reports of irregularities.

Reference: page 148

In 2024 the Group addressed selected material impacts, risks and opportunities related to customers and end-users, using the double materiality assessment as a starting point and scheduling further initiatives for 2025 and beyond. On occupational health and safety, actions include regular HVAC system audits and equipment inspections, daily site inspections, a fault reporting system, air conditioning audits aimed at eliminating malfunction risks by end-2025, water quality testing, and building and evacuation safety measures. On access to quality information, experts (trainers, psychologists, dieticians) must hold relevant qualifications confirmed through multi-step vetting, content creators are regularly upskilled, participants disclose health contraindications, and documentation clarifies guidance is not medical advice. On access to products and services, the Group expands its healthy lifestyle offering, the MultiSport Senior card and 60+ programmes, the MultiLife well-being programme, B2B tools such as the Wellbeing Score, and the flexible cafeteria platform. On privacy, the Group invests in encryption, DLP and multi-factor authentication, conducts external IT audits and incident analysis, and runs data protection education. Effectiveness is monitored through user ratings, participant numbers, security audits, incident analyses and awareness surveys.

Reference: page 149

The ESG Strategy for 2024 to 2026 includes key topics related to end-users identified as strategic before the ESRS double materiality assessment. The year 2024 is adopted as the baseline, with the target period extending to end-2026, and baseline values will be derived from end-2024 data, enabling comparison in the 2025 statement. Supporting targets are expressed in relative terms. On access to quality information, the Group targets at least 100,000 direct beneficiaries annually of external educational activities and 7 to 10 educational projects per year. On privacy, targets include security training on personal data protection for all Group employees, a high level of information security with no incidents involving theft of confidential information, and no substantiated claims from customers. On access to products and services, targets include at least 50,000 beneficiaries per year of free programmes and at least 20 annual initiatives, plus 5 percent increases over three years in the proportion of surveyed users, B2B customers and MultiLife users who believe the Group's products support well-being. The Strategy is scheduled to be updated in 2025 to align with ESRS measurability requirements.

Reference: page 151

The Benefit Systems Group is guided by the principles of honesty, integrity, and ethical conduct, with its strategic approach set out in the ESG Strategy for 2024-2026 under the Business pillar. The Group's approach to ethical and responsible business is articulated in several key documents, foremost the Benefit Systems Group Code of Ethics (BS_WAY), which covers respect for human rights, anti-corruption, prevention of conflicts of interest, confidentiality and data protection. These are complemented by a Compliance Policy, an Anti-Corruption Policy adopted in line with the UN Convention against Corruption with a zero-tolerance stance, a DEI Policy, data protection and privacy policies, and a Gifts and Hospitality Procedure. New employees receive business conduct training at onboarding, refreshed annually through e-learning. Whistleblowing arrangements include an internal procedure under the Polish Whistleblower Protection Act and Directive (EU) 2019/1937 (implemented at Polish and foreign entities), plus a separate anonymous reporting procedure operating since 2017. Reports reach the Ethics Committee, which ensures confidentiality and protection against retaliation, with periodic reporting to the Management Board and Audit Committee.

Reference: page 154

The Group distinguishes two supplier categories: partners providing products and services to customers and end-users (sports facilities under MultiSport, MyBenefit cafeteria partners, MultiLife providers), and suppliers of utilities, materials, equipment and upstream services for day-to-day operations. Each is subject to tailored cooperation principles. Supplier selection at Benefit Systems S.A. applies criteria including a level playing field, long-term collaboration, prioritising small, local and family-run enterprises in line with B Corporation standards, objective price and quality assessment, and mutual fairness. The Code of Ethics extends the Group's standards to partners and suppliers. Environmental and social criteria are incorporated through a CSR Questionnaire that forms part of the Procurement Procedure, covering business ethics, anti-corruption, human rights, labour rights and occupational health and safety; the ESG Department's evaluation carries consistent weight in selection. Partners not assessed via the questionnaire are bound by Business Ethics Principles in contracts. Since 2022 trade partners are screened against sanctions lists. The Group notes that a uniform, formalised supplier standard has not yet been implemented but is planned for the coming years.