Bureau Veritas

Governance roles

Reference: pages 107-109.

The Board of Directors determines the multi-year strategic orientations in terms of social and environmental responsibility and sustainability, based on proposals from Executive Management, and reviews results achieved each year (page 107).

Four Board committees carry sustainability roles: the Audit & Risk Committee monitors the process of preparing sustainability information (including the single electronic reporting format) and supervises the sustainability assurance engagement; the Nomination & Compensation Committee ensures sustainability objectives are included in CEO and Executive Management variable compensation; the CSR Committee, set up in 2023, reviews the double materiality assessment, IROs and their materiality annually, and ensures CSR metrics are in executive compensation packages; the Strategy Committee ensures IROs and CSR priorities are considered in Group strategy.

Executive Management is responsible for monitoring sustainability IROs and reports annually to the Board on results achieved. "The climate strategy and key actions are presented to the Shareholders' Meeting at least every three years or whenever there is a material change in the strategy" (page 107).

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

Reference: pages 109-110.

In 2025 the CSR Committee (meets twice a year) addressed: review of the double materiality assessment and material IROs; review of CSR performance and non-financial rating agency assessments; 2025 CSR targets; review of the new Scope 3 calculation methodology; examination of the climate change adaptation metric; review of the sustainability statement auditor's timetable and the five metrics under reasonable assurance; review of duty of care risk mapping; and review of the FY2024 sustainability statement and the auditor's conclusions.

The Audit & Risk Committee in 2025 reviewed the DMA methodology and matrix, the FY2024 sustainability statement and auditor conclusions, Group risk mapping including sustainability risks, the internal-controls process for CSR metrics, and the 2025 duty of care campaign results.

The Stakeholders Committee (also meets twice a year) addressed the DMA methodology and results, Bureau Veritas' human rights and biodiversity matters and services, CSR performance against strategic metrics, and the Scope 3 methodology update.

Integration of sustainability performance into incentive systems

Reference: page 110.

Variable compensation of the CEO, Executive Committee members and senior executives is partly based on sustainability performance metrics covering CO2 emissions, diversity and safety, for both short- and long-term plans, approved by the Board on recommendation of the Nomination & Compensation Committee.

"10% of the Chief Executive Officer's variable compensation is linked to the CSR strategy, breaking down as 5% dedicated to the climate, with a CO2 reduction target in line with the climate transition plan, and 5% to the proportion of women in management positions and the Group-wide accident rate."

Long-term variable compensation non-financial criteria (page 108) include 10% linked to the proportion of women in leadership/management positions (2028 target) and 10% linked to the 2028 climate target (42% absolute reduction in Scope 1 and 2 GHG emissions by 2030 vs. 2021). The 2026 CSR weighting is maintained at the same levels as 2025.

Statement on due diligence

Reference: pages 110-111.

Due diligence work is conducted by the team of support-department CSR experts with input from the Stakeholders Committee, then presented to the CSR Committee, which reports to the Board. The five core elements of due diligence are mapped to specific departments: embedding in governance/strategy (CSR and Strategy Departments); collaboration with stakeholders (external Stakeholders Committee); identification/assessment of negative impacts (section 2.4.4 Duty of Care Plan; CSR and Support Departments); implementation of measures (CSR and Support Departments); monitoring effectiveness and communication (CSR Department, CSR Committee).

Due diligence for acquisitions covers eight points (CSR management system; environment and climate; social/human rights; safety and security; governance/ethics; data protection; European Taxonomy; supply chain/responsible purchasing) via questionnaires and site audits feeding into the M&A assessment. Ten companies acquired in 2025 are listed by name (GeoAssay, Contec AQS, Lab System, EcoPlus, IFCR, Hinneburg GmbH, London Building Control, Sólida, SPIN360, Novethic). Consolidation of CSR reporting for an acquired entity takes a maximum of one year.

Risk management and internal control of sustainability information

Reference: page 111.

Bureau Veritas identifies completeness and accuracy of collected/reported information as its principal sustainability-reporting risk, given "the complexity of its value chain, the diverse nature of its businesses and geographic regions... and the multitude of stakeholders involved." The assessment draws on prior-year external auditor comments, prioritized with the support-department experts.

In 2024-2025 the Group reinforced its internal control process: a clear separation between sustainability reporting and performance, and detailed procedures for reporting on the Group's 19 strategic metrics. A metric sign-off mechanism involves each Executive Committee member representing an operating group, then each metric holder (also an Executive Committee member), with results and action plans presented to General Management quarterly. CSR ambassadors are appointed in each Operating Group and trained in these procedures; reliability is further supported by deviation reviews, continuous monitoring and periodic internal audit/internal control reviews.

Strategy, business model and value chain

Reference: pages 112-118.

Bureau Veritas' sustainable development strategy has two pillars: its ESG services offering to clients, and corporate social responsibility in its own operations. Since 2024 the Group runs the LEAP | 28 strategy, prioritizing "transition services" (ESG approaches/reporting, carbon and climate, product circularity, supply chain, nature) and "green objects" (renewable energies, green fuels, low-carbon ships). "Transition services and green objects accounted for 9% of the Group's revenue in 2025, up from 6% in 2024 and 5% in 2023, and are expected to represent 15% of revenue by 2028" (page 113).

Bureau Veritas states no part of its revenue relates to fossil-fuel exploration/production activities as defined in Regulation (EU) 2018/1999, is not excluded from Paris Agreement benchmarks, and does not work with companies in controversial weapons or tobacco growing/production (page 116). The strategy is organized around six priorities across environment, social and governance pillars, tracked by 19 internal steering metrics monitored quarterly and 5 metrics published quarterly under reasonable assurance (page 117): 2025 Scope 1&2 emissions 126kt CO2 (2028 ambition 107kt), % employees trained to Code of Ethics 99.4%, total accident rate 0.23, learning hours/employee 44.7, women in leadership 29% (2028 ambition 36%). Bureau Veritas is a UN Global Compact signatory.

Stakeholder interests and views

Reference: pages 119-120.

Main stakeholder groups are society, clients, shareholders/investors, employees, accreditation bodies, partners (subcontractors/suppliers/sales intermediaries/JVs), and governments/public authorities, each with a mapped engagement channel (e.g. CSR Stakeholders Committee and fairs/exhibitions for society; satisfaction surveys and client seminars for clients; Board and investor meetings for shareholders; Code of Ethics, engagement surveys (BVOCAL) and workers councils for employees). "The Chair of the CSR Committee reports on the views of stakeholders to the Board of Directors" (page 119).

The report quantifies direct economic impact on stakeholders for 2025 (in € millions): revenue to clients 6,466; employee costs (2,793); subcontractor missions (687); supplier purchases (1,323); dividends (407); taxes (310); finance costs (41); capex (142); acquisitions (6); payroll taxes (587) (page 120).

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

Reference: pages 121-124.

The general ESRS 2-level table sets out Bureau Veritas' material IROs across E1 (Climate change), S1 (own workforce) and G1 (Business conduct), plus sector-specific matters (Cybersecurity, Data Protection). "In the absence of specific mention in the report, the financial impacts of the sustainability matters identified are not considered significant in terms of the Group's financial performance and situation" (page 121); where significant effects were identified, they are flagged in the relevant topical section.

Resilience of strategy and business model (page 124): "Bureau Veritas adapted its business model to reduce its negative impacts on the environment, on its own workforce and its value chain workforce," monitored through the climate transition plan and worker engagement survey follow-up. On opportunities, "Bureau Veritas' diversification of operations and services make its business model highly resilient, reducing its dependence on vulnerable resources or regions. The Company adapts to changing environmental conditions." Sustainability risks are stated to be integrated into the Group risk management plan.

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

Reference: pages 125-127.

The double materiality assessment applies impact materiality (assessed on scale 0-5, scope 0-5, probability 0-1, and irremediable character 0-5 for negative impacts; threshold set at 12 of 15) and financial materiality (scale 0-5 up to "critical >27% EBITDA", probability 0-1; threshold 6 of 15), across short-term (1 year), medium-term (1-5 years) and long-term (5+ years) horizons (pages 125-126). Assessment was conducted with reference to affected stakeholders and users of sustainability reports, reviewed by the Stakeholders, Audit and CSR Committees and Board Committees.

Materiality reassessment in 2025: the Group refocused reporting on the E/S/G pillars, withdrawing two previously published matters (customer relations, counterfeit certificate management) as lacking a direct ESG-impact link, and excluded pollution (E2) from material matters (reasons detailed at section 2.2.3). The company states plainly which topics it found non-material: "pollution; water and marine resources; biodiversity and ecosystems; resource use and circular economy; workers in the value chain; affected communities; consumers and end-users" (page 127).

ESRS disclosure requirements covered by the sustainability report (IRO-2)

Reference: page 128 (cross-reference table at section 2.6.3.1, pages 220-222).

"The information that the Bureau Veritas Group has chosen to disclose, in fulfillment of the relevant regulatory requirements, is specified in section 2.6.3.1 - Cross-reference table for the ESRS disclosure requirements covered by this sustainability report", comprising ESRS 2 general disclosures, ESRS E1, ESRS S1, ESRS G1, and the two sector-specific matters (Cybersecurity, Data Protection) reported under the MDR-P/A/M/T framework.

"Omissions: no specific information relating to the Group's intellectual property has been omitted from this report." Where a topic is not considered material, "this is duly specified and explained (with supporting documentation) in the corresponding section of the document." The cross-reference table gives a section/sub-section and page number for every disclosure requirement covered, "ensuring traceability between the ESRS requirements and the information disclosed by Bureau Veritas."

Transition plan for climate change mitigation

Reference: page 142; resource allocation detail pages 150-151.

Bureau Veritas has run a climate transition plan, aligned with TCFD recommendations, since joining the French Business Climate Pledge in 2019; the plan was approved by the Executive Committee and Board and is described on the Group's website. "Bureau Veritas has committed to reducing Scope 1 and 2 emissions by 42%, and Scope 3 emissions by 25% from a 2021 baseline. These near-term targets set for 2030 were approved by the Science Based Targets Initiative (SBTi)." The Scope 1&2 trajectory is stated to be "aligned with the 1.5°C reduction target in line with the Paris Agreement."

Locked-in emissions: the Group assessed materiality of emissions locked in via vehicle and IT-equipment leases and concluded, given "the short residual life of these assets (3-5 years)" and contractual flexibility to switch to more efficient technology, that "these locked emissions do not have a significant impact on the Group's transition plan."

Beyond 2030: residual Scope 1&2 emissions are addressed through a rising renewable-energy share and EACs, while the Group is "currently studying feasibility and conditions for meeting a long-term carbon neutrality objective beyond 2030" per the SBTi Corporate Net-Zero Standard. 2025 resource allocation totaled €26.4 million (€26.1m Capex, €0.3m Opex) against Scope 1&2 mitigation levers.

Identification of climate-related risks and scenario analysis

Back-filled from ESRS 2 IRO-1 and the E1 chapter's physical-risk analysis (pages 125-127, 143-144), where this content is disclosed in the FY2025 report. This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Physical risk: in 2025 Bureau Veritas "renewed its analysis of all sites (1,511 in all), assessing their exposure to various natural hazards, according to the IPCC scenarios RCP4.5 and RCP8.5, for 2030 and 2050" (page 143), covering landslides, floods, hail, cyclones, thunderstorms, tornadoes and lightning. The analysis identified 340 sites at extreme risk with regard to at least one natural hazard by 2030 under RCP4.5, and 20 sites exposed to at least two major threats under the same scenario, rising to 392 and 49 sites under RCP8.5 2050; main exposures were river flooding and extreme precipitation, concentrated in China, India, the US, Brazil, Taiwan and Chile (page 143-144).

Transition risk scenario: the report does not name a specific transition-risk scenario (e.g. an IEA pathway); it references only the SBTi-validated 1.5°C-aligned emissions trajectory used for target-setting (E1-1, page 142). No global average temperature projection is stated for the physical-risk scenarios. [Gap: no named transition-risk scenario or stated temperature projection per ¶17(a)(iii) - not flagged as an omission by the report itself.]

Resilience in relation to climate change

Back-filled from ESRS 2 SBM-3 (page 124) and the E1 chapter's adaptation content (pages 144-145, 148-149), where this content is disclosed in the FY2025 report. This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

The report does not describe a formal, ESRS-defined climate resilience analysis with quantified short/medium/long-term outcomes. It instead sets out an adaptation strategy and resilience-building actions: because most Group real estate is leased, the strategy focuses on "early termination of leases to enable relocation or change of site, unless lessors undertake work to adapt their premises" and "the gradual introduction of prevention and business continuity plans, including for the protection of the Group's information systems" (page 145). Under Action #P6 (page 148-149), engineering visits with the Property Damage and Business Interruption insurer are conducted annually at the most exposed/valuable sites; in 2025 the Group "intensified its resilience diagnosis" and began "quantifying the risks associated with these exposures at the Group's most significant sites... to be continued in the 2026 fiscal year."

At the ESRS 2 level, SBM-3 states Bureau Veritas' "diversification of operations and services make its business model highly resilient, reducing its dependence on vulnerable resources or regions. The Company adapts to changing environmental conditions" (page 124).

Climate change mitigation and adaptation policies (E1-2)

Reference: page 145.

Bureau Veritas' environment statement, signed by the CEO and periodically reviewed, "confirms the engagements of the Group established to protect our planet and limit climate change." The Group operates an ISO 14001-certified environment management system, and since 2014 has run a carbon-accounting program with a quarterly reporting policy (electricity, machinery/fleet fuel, waste, water, refrigerants) captured via its own GreenHub tool, which quantifies Scope 1 and 2 and some Scope 3 accounting lines.

An eco-efficiency policy sets building-efficiency requirements (room temperature, lighting, water use, HVAC) and business-travel requirements (air, rail, public transport). A motor vehicle policy requires senior-level company vehicles to emit under 60g CO2/km, all new passenger vehicles under 130g CO2/km, and low/zero-emission options on every entity's authorized-vehicle list. In 2024 the Group strengthened internal control over environmental reporting with a dedicated procedures manual and stage-by-stage approval.

Actions and resources related to climate policies (E1-3)

Reference: pages 146-149.

"Bureau Veritas has a binary profile when it comes to Scope 1 and 2 emissions. Close to half of the Group's emissions come from the fuel consumption of the vehicle fleet and heating installations, while the other half comes from the use of electricity." Seven named action levers (page 147 onward) each carry an "Associated IRO":

• #P1 Lab & office energy efficiency - solar panels, PPAs, green tariffs, energy audits, HVAC regulation, LEED-priority leasing.
• #P2 Vehicle fleet conversion - target to convert ~50% of the France fleet (≈40% of the worldwide fleet) to electric by 2030; hybrid/electric transition in the UK, Italy, Spain, US, Canada.
• #P3 Renewable energy - EACs preferred over carbon credits for "better transparency," "enhanced traceability" and "measurable impact."
• #P4 Business travel - France fleet electrification, ethanol-powered vehicles in Brazil (0.009 kg CO2/L vs 2.09 kg CO2/L for gasoline); "a 22% reduction in company vehicles (Scopes 1 and 2) compared with fiscal 2024."
• #P5 Suppliers - a large-CO2-emitter supplier engagement program launched in 2025, targeting supplier science-based targets.
• #P6 Physical-risk adaptation - annual engineering site visits with the Group's insurer.
• #P7 ESG services expansion - growing client-facing decarbonization/adaptation revenue as both a mitigation lever and a market opportunity.

Targets related to climate change mitigation and adaptation - Scopes 1, 2 (market-based) and 3 (E1-4)

Reference: pages 150-153.

Scope 1&2: SBTi-approved near-term target of -42% by 2030 vs. a 2021 base year (chosen for post-COVID normalization and adequate reporting coverage), covering 100% of the operating scope. 2025 market-based emissions were 126kt CO2e against an SBTi trajectory target of 129kt - the Group "met its emission reduction targets for Scopes 1 and 2 for the second year running in 2025" (down from 159kt in 2021).

Scope 3: SBTi-approved absolute target of -25% by 2030 vs. 2021 (509kt base year). 2025 emissions were 572kt against a 453kt trajectory target - above target, though down from 620kt in 2024 (592kt in 2023). The Group states it is moving from spend-based to activity-based Scope 3 accounting, focused on purchased goods and services (its largest category, chemical suppliers being the biggest emitters); the new methodology is to be announced in 2026.

Investment: the 2026-2030 comparative decarbonization plan totals €6.1 million (electric-vehicle charging 37%, EACs 24%, HVAC/LED/equipment 35%, solar 4%), and cumulative Scope 1&2 investment through 2030 is €7.3 million, focused on French fleet conversion.

Energy consumption and mix (E1-5)

Reference: pages 153-154.

Renewable share of energy consumption rose from 4% (2021) to 29% in 2025 (66% non-renewable, 5% nuclear), against a stated 2024 figure of 21%. Methodology from 2025 uses AIB data for European countries' nuclear/renewable share and Our World in Data elsewhere; a prior-year decimal error in the 2023/2024 nuclear percentages (reported as 30%/40%) is corrected in this statement.

Energy intensity: total energy consumed was 288,149 MWh in 2025 (down from 296,126 MWh in 2024) against revenue and service costs rebilled to clients of €6,681.3m, giving 43.1 MWh per €m of revenue (down from 46.0 in 2024; the denominator changed from "Total revenue" to "Total revenue and mission expenses rebilled to customers" in line with the applicable directive). Fuel-related emissions peaked at 90.7 kt CO2e in 2024 and fell 8.8% in 2025 - "this upward trend slowed for the first time." Several sub-metrics (renewable energy produced without fuels, heat/steam/cooling from renewables, fuel from coal/crude oil/natural gas/other fossil sources, biogenic CO2 in the value chain) "can also not yet be reported."

Carbon balance (E1-6)

Reference: pages 155-156; breakdown page 146.

Fiscal 2025 (1,000 tons CO2e): Gross Scope 1: 71 (fuel 16.8, refrigerants 3.5, vehicle fleet 50.6 in the 2025 breakdown); Gross Scope 2 market-based: 55, location-based: 83; Scope 3: 572 (purchases of goods/services 342, fuel and energy-related activities 42, waste 4, business travel 77, employee commuting 41, upstream leased assets 66). Total GHG emissions, market-based: 698 (down from 755 in 2024); location-based: 726 (down from 778). Total Scopes 1&2 market-based: 126, against a 129 target-year (2025) checkpoint and a 92 target for 2030 (-42% vs. 2021 base year).

"Bureau Veritas' emissions report encompasses 100% of its entities without any exclusions. Joint ventures also report 100% of their data." Scope 2 uses a dual market-based/location-based approach per GHG Protocol guidance. GHG emissions trading schemes are "not relevant to Bureau Veritas business, and the Group is therefore not involved in any." PPAs exist but their volume "remains insignificant compared to its overall energy consumption."

GHG emission reduction and elimination projects financed through carbon credits (E1-7)

Reference: page 156.

"Bureau Veritas has no greenhouse gas reduction or elimination projects financed by carbon credits. The Group prefers energy attribute certificates (EACs) and green electricity production certificates, which offer better traceability and measurable climate impact." This is a stated nil return rather than an unreported datapoint: the company has made a deliberate methodological choice to rely on EACs (see E1-1 and E1-3, Action #P3) rather than carbon-credit-financed removal or reduction projects.

Internal carbon pricing (E1-8)

Reference: page 156.

Bureau Veritas operates an internal carbon incentivization mechanism based on regional responsibility: operating regions that miss their emissions-reduction targets are charged "theoretical carbon fees" (no actual cash transaction, but reflected in regional management accounts), intended to "mobilize internal decarbonization initiatives" and "develop a dynamic of climate commitment and accountability." The mechanism concerns Scope 2 emissions and involves acquiring EACs to cover the shortfall.

Estimated 2025 results: approximately 17 kt CO2e reduction and approximately EUR 25,000 total amount. The company is explicit about scale: "the recent nature of this system explains the small scale of incentives in 2025," expected to rise in future years. "Bureau Veritas has not as yet implemented any carbon internal pricing on a formal, generalized basis."

Anticipated financial effects from material physical and transition risks and potential climate-related opportunities (E1-9)

Reference: page 156 (cross-reference table gives no dedicated sub-section - "-").

The IRO-2 concordance table lists E1-9 as covered without pointing to a dedicated narrative sub-section, and the metrics/datapoints table (section 2.6) carries a row headed "Anticipated financial effects from material physical and transition risks and potential climate-related opportunities" with no figures entered against it. This is consistent with the general ESRS 2 SBM-3 statement that governs the whole statement: "In the absence of specific mention in the report, the financial impacts of the sustainability matters identified are not considered significant in terms of the Group's financial performance and situation. However, cases in which significant financial effects have been identified are explicitly mentioned and detailed in the relevant sections of this report" (page 121). No such case is flagged for E1. The Group has separately begun quantifying physical-risk exposure at its most significant sites (E1-3-Resilience, Action #P6) but has not yet translated this into a financial-effects figure.

Policies & Actions (S1-1)

Reference: pages 159-163.

The Group's human-resources strategy rests on the guiding principle of "Safety & Well-being" and three key policies: Strategic skills, Employee experience, and Career growth, partly informed by employee testimonials and the annual engagement survey. The Chief People Officer is responsible for implementation, targeting completion of key actions "by the end of 2028."

For each material topic identified in the S1 SBM-3 table (secure employment, working time, adequate wages, social dialogue, freedom of association, health & safety, gender equality/pay, training and skills, disabilities, violence and harassment, diversity, child and forced labor, data privacy), the report sets out a policy, dialogue process, action plan, 2028 goal and metric in parallel tables (page 162), e.g. Secure Employment pairs a "Career growth" action plan with a 2028 goal of 40 training hours/employee and 95% performance-review participation; Working Time pairs "Employee Feedback" and "Safety & Well-being" action plans with a 2028 accident-rate goal, measured via a 24-question annual engagement survey.

Processes for engaging with own workforce and workers' representatives about impacts (S1-2)

Reference: pages 179-180.

Engagement processes, led by the Chief People Officer's HR teams, include annual engagement surveys (plus onboarding/exit surveys), town-hall meetings at least annually, consultations with employee representatives (frequency set by local regulation/culture), and individual/group manager interviews. Employee views on target-setting are captured at least annually via individual performance and development reviews.

Bureau Veritas states it "respects freedom of association, the right to collective bargaining, and the right of all employees to form or join trade unions," and endeavors to comply with ILO Conventions C87 and C98. Employee representative bodies exist in 34 named countries, and collective agreements on core HR topics are in place across 19 named markets. The Group's European Works Council has 28 representatives and is consulted on economic/financial situation, employment trends, investments, significant reorganizations, mergers/divestments and large-scale redundancies.

Processes to remediate negative impacts and channels for own workforce to raise concerns (S1-3)

Reference: pages 180-181.

Channels include an externally managed whistleblowing hotline and website, internal ethics contact points, dedicated HR managers per employee, an "open door policy" to senior management, local country/division channels, and employee representative bodies (works councils, the European Works Council, Health & Safety Committees). HR managers and internal ethics officers monitor individual issues and assess channel effectiveness via the annual engagement survey and direct feedback.

"Bureau Veritas codes, such as the Code of Ethics and the Anti-harassment Policy, explicitly protect employees against reprisals when they use these different channels to express their concerns or needs."

Taking action on material impacts on own workforce, and effectiveness of those actions (S1-4)

Reference: page 181.

Managers and HR teams assess possible actions, their mitigation of material workforce risks, and their support for material opportunities. On maximizing employment security: limiting non-permanent contracts to specific/short-term/peak-period roles, continuous skills evaluation and redeployment support, flexible-work practices (paid/unpaid leave, local furlough, reduced overtime), and only considering lay-offs after a three-level review (voluntary redundancy, early retirement, out-placement/coaching/counseling services).

Resources available vary by country given differing local employment conditions. On opportunities: the Group "invested in a global provider of training content, including certification, to help ensure that its employees' skills meet future market needs," framed as mitigating negative impacts on workers from the transition to a greener economy. Effectiveness is assessed "mainly through the Group's employee engagement survey, training courses... and career growth."

Metrics and targets (S1-5)

Reference: page 182.

"Where targets have been set, they cover the period from the year of this Universal Registration Document through to 2028, unless otherwise indicated. The effectiveness of policies and measures aimed at achieving targets is monitored at least quarterly." Named 2028 targets include: 40 training hours/employee (2025: 44.7, already above target), 95% performance-review participation (2025: 77%), 36% gender balance in executive leadership (2025: 29%) and in leadership generally (2025: 31%), 35% global gender balance (2025: 30%), 1.00 gender pay ratio (2025: 0.94), and a 2028 total-accident-rate goal tied to the "Safety & Well-being" action plan (2025 TAR: 0.23, internal methodology).

Characteristics of the undertaking's employees (S1-6)

Reference: pages 182-185.

Total employees at December 31, 2025: 82,049 (56,621 male; 24,942 female; 7 non-binary; 13 not reported), of which 81,177 excluding Russia - down from 84,245 at end-2024. Contracts are classified as permanent (majority of the workforce, "long-term job stability") or temporary (including non-guaranteed-hours contracts, "used to meet specific, temporary needs"), per ESRS S1-6 definitions. Employee data is captured through local Bureau Veritas offices into a common HR information system, with data analytics run centrally by the Group HR department. A France-specific headcount table (page 185) breaks employees down by contract type and gender (8,969 total in France).

Characteristics of non-employee workers (S1-7)

Reference: page 185.

"The Group is currently unable to provide the number of non-employee workers at December 31, 2025. The records of these workers are decentralized without any existing process to report this information globally. Bureau Veritas is working to put in place solutions to report this information in the future." Non-employee workers are defined (per NACE code N78) as people with self-employed contracts or supplied through employment placement agencies. The S1-1 chapter separately describes non-employees as "an insignificant proportion of its workforce," mainly freelancers working under Bureau Veritas' direct responsibility, applying Group policies (page 161).

Coverage of collective bargaining and social dialogue (S1-8)

Reference: page 185.

Global collective bargaining coverage was 33% at December 31, 2025 (34% in 2024), with a strong regional spread: EEA 87% (88% in 2024), Europe outside the EEA 7%, Americas 31%, Asia Pacific 13%, Africa/Middle East 30%. Social-dialogue coverage (employees covered by formally-elected representatives) is presented for China and France as illustrative non-EEA/EEA country examples, banded 0-19% to 80-100% by workplace-representation level.

Diversity metrics (S1-9)

Reference: pages 185-186.

2025 outcomes vs. 2028 targets: gender balance (women) in executive leadership (Band EC-II) 29% vs. 36% target (27% in 2024); in leadership (Band EC-IV) 31% vs. 36% (29% in 2024); global gender balance 30% vs. 35% (31% in 2024, a slight decline). Age breakdown at end-2025: under 30 = 16,967 employees (25%); 30-50 = 49,869 (60%); over 50 = 14,341 (15%). Women in senior management (Band I & II, one/two levels below governance bodies) rose to 26.7% (136 employees), flat year-on-year on the percentage but up one head.

Adequate Wages (S1-10)

Reference: page 186.

"In 2025, Bureau Veritas undertook an in-depth analysis of the levels of fixed compensation paid to its employees, covering around two-thirds of its workforce in the 20 main countries in which Bureau Veritas operates. This analysis found that 100% of its employees receive wages consistent with the national minimum wage set by legislation or collective bargaining." The Group states it will extend the analysis "to cover the entire Bureau Veritas workforce" and streamline reporting in 2026.

Social protection (S1-11)

Reference: page 186.

Bureau Veritas' core social-protection element is a group life insurance policy guaranteeing a minimum coverage of 12 months' salary on an employee's death, supplemented by country-specific legal compliance. The approach is decentralized: "in some of the 140 countries where Bureau Veritas operates, there may be variations in the coverage for major life events such as sickness, unemployment, employment injury and acquired disability, parental leave, and retirement between employee categories." The Group states it is "actively reviewing and enhancing its social protection initiatives where necessary" to align with international standards while respecting local regulation - a stated gap rather than a claim of complete coverage.

Persons with disabilities (S1-12)

Reference: page 186.

The only disability metric disclosed is for France: 3.4% of employees recorded as having a disability at December 31, 2025 (2.72% male, 4.65% female), based on employees self-declaring recognition by the French disability-rights commission (CDAPH). "Each country has its local definitions and reporting practices for people with disabilities... which can be significantly different from each other. Therefore, reporting for the global workforce is not shown."

Training and skills development metrics (S1-13)

Reference: page 187.

Training hours per employee: 44.7 in 2025 (41.3 in 2024; 2028 target 40, already exceeded). Performance-review participation: 77% (68% in 2024; 2028 target 95%). Employee engagement rate: 77% (73% in 2024; 2028 target 76%, already exceeded). A gender split at December 31, 2025 shows performance/career-development review participation of 73% (male) vs. 84% (female), and average learning hours of 45.6 (male) vs. 42.8 (female).

Health and safety metrics (S1-14)

Reference: pages 187-188.

88% of employees are covered by a health and safety management system (ISO 45001-certified entities), down from 93% in 2024. Zero fatal accidents among employees or subcontractors (2 employee fatalities in 2024). 181 total work-related accidents (197 in 2024): 47 without lost time, 134 with lost time. Using the CSRD methodology (1,000,000 hours worked): TAR 1.13 (1.17 in 2024), LTR 0.83 (0.71 in 2024, an increase), Accident Severity Rate 0.025 (0.013 in 2024). Using Bureau Veritas' internal methodology (200,000 hours worked): TAR 0.23, LTR 0.17. 3,960 days lost to work-related injuries/ill health among employees (2,250 in 2024), plus 35 days among non-employees. Nine subcontractor accidents were recorded (none on a Bureau Veritas site).

Work-life balance metrics (S1-15)

Reference: page 188.

All four family-related leave types (maternity/adoption, paternity/second-parent, parental, carers') carry 100% employee entitlement. Take-up in 2025: maternity/adoption leave taken by 881 women (0% of eligible men); paternity/second-parent leave taken by 1,191 men (0% of eligible women); parental leave taken by 349 men and 565 women; carers' leave taken by 81 women. The take-up rates (as percentages) are also tabulated by gender for each leave type (e.g. paternity leave: 4.2% of entitled men, 0% of entitled women).

Compensation metrics (pay gaps) and Total compensation ratio (S1-16)

Reference: page 189.

Overall gender pay gap: 7.2% (female/male pay ratio 0.93), calculated per the ESRS S1-16 formula. Bureau Veritas also applies a weighted, exclusion-adjusted internal method covering 72% of the total workforce (95% of permanent employees; 59,397 employees in 2025), giving an adjusted female/male ratio of 0.94 (0.93 in 2024) against a 2028 target of 1.

Total annual compensation ratio: 282 in 2025 (down from 293 in 2024), comparing CEO total compensation (fixed, short- and long-term variable, benefits in kind) to median employee compensation across all compensation categories per ESRS S1-16 AR101(b), covering more than 98% of the workforce (2% excluded for data-quality reasons). The company frames the ratio "in the context of a multinational organization operating in 140 countries."

Serious human rights complaints and incidents (S1-17)

Reference: page 190.

From the Group's whistleblowing platform: 54 incidents of discrimination, including harassment, reported in 2025; 202 complaints filed through grievance/concern-raising channels; 0 complaints filed with OECD National Contact Points; 0 severe human rights issues connected to own workforce; 0 severe human rights incidents, and €0 in fines, penalties or compensation for serious human rights incidents. The amount of fines/penalties/compensation specifically for discrimination and harassment incidents is "not published." Data is compiled from the whistleblowing system described in section 2.4.1.2; "the Group is not aware of any complaints concerning it filed with the OECD's National Contact Points for Multinational Enterprises."

Corporate culture and business conduct policies, whistleblower protection, incident investigation, training (G1-1)

Reference: pages 192-195.

Ethics is one of Bureau Veritas' three "Absolutes." The Group's Code of Ethics, prefaced by the Chairman, CEO and Group Compliance Officer, rests on four principles: rigorous application, conduct governed by transparency/integrity/honesty/fairness, legal compliance in every country of operation, and fighting corruption. It is available in 24 languages, most recently substantively updated in 2020 (organizational update in 2023), and applies to all Group employees. "The Group has a zero-tolerance policy for corruption and related conduct"; a corruption/influence-peddling risk map is updated periodically (last 2024).

Whistleblowing: a multi-channel system (hierarchical channels, compliance officers, a whistleblowing line reachable by e-mail or online) "guarantees anonymous and secure exchanges," reinforced by site information leaflets and recurring training. Governance runs through the Group Ethics Committee (CEO, CFO, HR Director, Group Compliance Officer), which oversees the Compliance Program; the Audit & Risk Committee oversees compliance policy and receives a half-yearly Group Compliance Officer activity report.

Management of relationships with suppliers (G1-2)

Reference: pages 195-197.

Since 2021 Bureau Veritas has run a responsible-purchasing approach anchored in a Business Partner Code of Conduct (BPCC), covering ethics/integrity, fair supplier selection, human rights, health and safety, and environmental impact. 70 strategic suppliers face specific management: mandatory BPCC signature, a compliance assessment of their own suppliers/subcontractors, a self-assessment questionnaire, and independent third-party assessment. Since 2021 the SBTi metric has been integrated into strategic-supplier assessment to align supplier performance with the Group's decarbonization goals.

Since 2024: purchasing objectives integrated into the LEAP | 28 "Performance" pillar; a revised purchasing policy (from January 2025) giving CSR criteria equal weighting to other selection criteria; a Purchasing Academy for buyers; new payment-time/practice metrics planned Group-wide from 2026; and a first Supplier Innovation Day held with strategic suppliers.

Ethics and compliance, detection and prevention of corruption, procedures and organization, governance, proportion of exposed functions trained (G1-3)

Reference: pages 196-199.

The Compliance Program comprises the Code of Ethics, the BPCC, an internal procedures manual, corruption risk mapping, compulsory worldwide e-learning training, a whistleblowing procedure, business-partner due diligence, accounting controls (dedicated accounts for gifts/donations), annual self-certification, and internal/external audits including an anti-corruption-specific audit. The "Active anti-corruption" module is one of four mandatory modules new employees complete within one month; refresher training is required every two years and targets populations most exposed to passive-corruption risk (e.g. auditors at client/supplier premises). The Program undergoes a yearly external audit by an independent firm, certified to the TIC Council's Compliance Committee.

Metrics (page 199): 99.4% of employees trained to the Code of Ethics in 2025 (98.8% in 2024, 97.4% in 2023); 100% of at-risk functions covered by training programs (all three years shown).

Targets related to business conduct (part of MDR-T/GDR-T disclosures)

This is a standalone 2025/2026 ESRS disclosure requirement with no 2023 predecessor; the statement was prepared under the 2023 ESRS, which had no numbered G1 targets requirement (business conduct targets fell under MDR-T). No stated numerical target for business conduct is disclosed. Effectiveness is instead tracked through recurring compliance monitoring, described in the G1 chapter (pages 196-199).

Annual global compliance assessment: "each year, the Group carries out a compliance assessment, further to which a declaration of compliance is issued by the legal representative of each entity," consolidated at Operating Group level and signed annually by each responsible Executive Committee member, then reported to the Group Compliance Officer, the Ethics Committee and the Audit & Risk Committee (page 198). Compliance with ethical rules is also built into managers' annual appraisals. Corruption-incident metrics are tracked year over year (180 Code of Ethics infringements in 2025 vs. 129 in 2024 vs. 91 in 2023, page 199), and the Compliance Program undergoes a yearly external audit with a certificate of compliance (page 198). Progress on compliance action plans "is reported quarterly to the Group Compliance Officer" (page 198).

Corruption incidents (G1-4)

Reference: page 199.

"The Bureau Veritas Group was not convicted of any offense under anti-bribery and anti-corruption legislation in 2025." In 2024 (the most recent year conclusions were reported for), conclusions were reached on 629 alerts: 130 fell outside the compliance alert system's scope and were redirected to other departments; of the 499 alerts eligible and verified, 319 could not be substantiated with tangible evidence and 180 were objectively substantiated as non-compliance with the Code of Ethics and/or law - "none concerned violations of human rights and fundamental freedoms." For every substantiated case the Group states it stopped the conduct, updated preventive measures/procedures, and applied disciplinary or contractual sanctions "consistent with the misconduct." The reporting process "is not reviewed by an independent third-party organization."

Political influence and lobbying (G1-5)

Reference: pages 200-201.

"Bureau Veritas does not contribute to or spend on political campaigns, either directly or through intermediaries. Bureau Veritas does not use lobbyists." It is, however, a member of professional associations that in some cases lobby standardization/regulatory bodies; 2025 topics of engagement included the European Taxonomy Regulation, CSRD assurance standards, CBAM, the Green Claims Directive and European Green Bonds. "Bureau Veritas does not currently have a formal policy or specific metrics for tracking its political influence or lobbying activities," citing its need for neutrality as an independent expert.

2025 advocacy-related expenditure (€ thousands): lobbying/interest representation 53; trade associations/think tanks 2,424; total 2,477 (vs. €1,745 in 2024). Ten named professional associations are listed with 2025/2024 membership fees (e.g. IACS €217k, TIC Council €81k, AFEP €84k); across six associations with regulatory interactions, an estimated 35% of dues fund lobbying, totaling €184,000 in 2025.

Payment practices (G1-6)

Reference: page 201.

The Group applies a standard 60-day payment term to suppliers except where specific regulation governs payment, managed through a single ERP Procure-to-Pay module and supplier partner listings that automate monitoring of supply risk and payment timing. "Bureau Veritas is not aware of any pending legal proceedings relating to late payments to suppliers."

Two new metrics were under test in 2025 but not yet operational: "Average time Bureau Veritas takes to pay an invoice from the date when the contractual or statutory term of payment starts to be calculated" and "Percentage of payments aligned with standard payment terms." "Rollout and target setting (2026): on successful completion of this stage, Bureau Veritas will proceed with operational rollout, setting quantified targets for these performance metrics."