Cris-Tim Family Holding SA

Governance roles

Reference: page 6.

During 2025 the Company changed legal form from a limited liability company to a joint stock company. By General Shareholders' Meeting resolution dated 15 September 2025 a Board of Directors of 3 members (1 non-executive, 2 executive) was appointed; before that the Company had a sole, non-executive, non-independent director. On 26 November 2025 the Company's shares were admitted to trading on the Bucharest Stock Exchange Premium Segment (ticker CFH). Composition was widened to 5 members on 9 March 2026 to align with the BVB Governance Code.

Board diversity as at 31 December 2025 (page 6): 2 executive / 1 non-executive members; 0% women / 100% men; 0% independent members (assessed against BVB Governance Code criteria).

A Sustainability Committee (13 permanent members across environment/quality, finance, HR, legal, technical, logistics, procurement, sales, IT) was established in 2024; in 2025 the Sustainability Director role was formalised at operational management level. The CEO holds the central role for implementing ethical conduct and anti-corruption policy, supported by an Ethics Officer who investigates breaches and recommends sanctions.

Information provided to and sustainability matters addressed

Reference: page 8.

Sustainability plans and policies are "still under development," and IRO progress is placed on Board agendas "whenever necessary." The CEO formally approved the Double Materiality Analysis on 26 June 2025. Through the year the Sustainability Committee held working meetings on ESG policies and procedures (Quality/Environment/H&S Policy, Food Safety Policy, Environmental Policy, Internal Regulations, OHS Procedure, Social Dialogue Procedure, Social Responsibility Manual, Collective Labour Agreement, Anti-Harassment Policy, Equal Opportunities Policy, Anti-Bribery Procedure, Code of Ethics, Payment Terms Procedure) and reported progress on the sustainability statement's preparation to management across roughly 21 working meetings from January to December 2025 (implementation plan, DMA workshops, GHG-calculation technical sessions, data-collection organisation, CSR projects).

Integration of sustainability-related performance in incentive schemes

Reference: page 9; see also [E1.GOV-3], page 48.

"Sustainability considerations are not taken into account in the remuneration of the Company's administrative and management bodies." On climate specifically, "climate performance indicators (KPIs) are not integrated into the variable remuneration schemes for management bodies. The company is analysing the possibility of linking the remuneration policy to specific targets for reducing Scope 1 and 2 emissions, starting in 2027."

Statement on due diligence

Reference: page 9.

"CRIS-TIM is in the process of developing its sustainability due diligence process." The report maps the core elements of due diligence to the sections of the sustainability statement:

Risk management and internal controls over sustainability reporting

Reference: page 10.

"Currently, the Company does not have an internal control procedure relating to the preparation of the sustainability statement." Reporting needs (data collection, analysis, consolidation from the two factories) are instead covered by the reporting coordinators – the Sustainability Director and other Sustainability Committee members. "The Company is in the process of establishing a risk management process; this process will also integrate the risks associated with the sustainability reporting process, as well as the relevant internal controls to be defined as part of this process."

Strategy, business model and value chain

Reference: page 10.

CRIS-TIM is a Romanian entrepreneurial agri-food company founded in 1992, present in retail with cold-cut brands Cris-Tim, Matache Măcelaru', Obrăjori, Csárdás, Alpinia and the ready-meals brand Bunătăți. It operates 3 factories (combined capacity 215 tonnes/day): Filipeștii de Pădure (50,000 m², 165 t/day, the main cold-cuts and meat ready-meal site), Măgureni (6,000 m², 25 t/day, Alpinia and private label) and Bucharest (2,200 m², 25 t/day, ready meals). Logistics runs over 500 commercial/utility vehicles and 18 proprietary stores.

2,078 employees, all in Romania; 1,155,626,079 RON total 2025 revenue (cold cuts 1,014,767,912 RON; ready meals 124,660,159 RON; other 16,198,008 RON); over 41,250 tonnes produced and delivered in 2025. "The Company currently does not operate in any of the material sectors designated under the ESRS."

Value chain: upstream, 182 raw-material/auxiliary suppliers (124 Romanian, 58 EU); meat sourced from 162 suppliers. Downstream: 14 Romanian retail networks, 15,000+ traditional stores, exports to 17 European countries (6-7% of sales). A 2025-2030 INVESTALIM programme (374m RON financing agreement, 226m RON AFIR state aid; updated to an estimated 420.7m RON during 2025) expands Filipeștii de Pădure capacity.

Interests and views of stakeholders

Reference: page 11.

Stakeholder groups: employees, customers/consumers, suppliers/distributors, communities and nature, professional associations, educational institutions, investors, regulatory bodies. A structured internal methodology defined consulted populations and selection criteria and distributed an anonymised questionnaire (physical and electronic) scored 1-4 across importance categories.

Response rates: shareholders 100% (3/3), Board members 100% (2/2), employees 29% (605/2,098), suppliers 15% (27/175), private customers 97% (193/200), corporate clients 36% (1,628/4,500). Communities/nature, professional associations and educational institutions were not sent the questionnaire. Scores were compared with the company representatives' own IRO scoring as part of the DMA, and results were reported to the Board and Executive bodies.

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

Reference: pages 14-15; material IRO table pages 20-30.

First-year DMA. Material standards: ESRS E1, E3, E5, S1, S4, G1. Non-material: ESRS E2, E4, S2, S3 (page 18). Positive impacts identified include carbon-footprint reduction through photovoltaic construction, improved working conditions, reduced food waste via longer-shelf-life products; negative impacts include intensive water use affecting water ecosystems and potential consumer-access effects if decarbonisation costs are passed into prices. "Most significant impacts arise from the Company's own operations rather than from the value chain."

Financially significant risks/opportunities concentrate in consumers and end-users (reputation via safe products), own workforce (attractiveness/retention) and climate change (regulatory cost, supply-chain disruption from raw-material price swings). "No detailed quantification of the anticipated financial effects in monetary terms has been performed," and "the Company has not conducted a quantitative and qualitative resilience analysis of the business model in relation to multiple climate scenarios." Impacts and risks are currently assessed as having a "moderate financial impact."

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

Reference: pages 16-19.

First double materiality assessment, conducted May-November 2025, coordinated by an independent team of experts with a dedicated cross-functional working group (finance, logistics, environment, quality, HR, legal, IT, technical). Impact materiality scored magnitude, scope and (for negative impacts) irreversibility 1-4, plus likelihood; financial materiality scored impact magnitude against turnover bands (1 = <0.6%, 4 = >3%) and likelihood. Materiality threshold: score ≥ 2 (the average score across all IROs). Validated against stakeholder consultation (SBM-2) and peer comparison, then approved by the CEO and the Board.

Result: material standards ESRS E1, E3, E5, S1, S4, G1; non-material ESRS E2, E4, S2, S3 (page 18), with the specific S2 rationale (270 supplier contracts, 14 retail partners, annual ethical evaluation, no adverse findings) given on page 18-19. "The assessment is not limited to the Company's own operations, as it also includes the upstream and downstream value chain."

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

Reference: pages 30-41.

The report states the list of covered disclosure requirements is presented via the sections of the document itself ("Incorporation by reference: the reporting requirements and the sections in which they can be found within this document are presented in section IRO-2," page 5), and the table of contents enumerates each covered disclosure requirement with its page. IRO-2 itself reproduces the Annex B table of ESRS data points derived from other EU legislation (SFDR, Pillar 3, the Benchmark Regulation, the EU Climate Law), cross-referencing each to its page or marking it "Not applicable" where the underlying activity (fossil fuel, chemicals, controversial weapons, tobacco involvement) does not apply.

The basis of preparation (page 5) lists eight items using ESRS 1 Annex C phase-in provisions: ESRS 2 SBM-1 (revenue by material sector), ESRS 2 SBM-3 (anticipated financial effects, para 48(e)), E1-9, E3-5, E4-6, E5-6 (anticipated financial effects), S1-7 (non-employee characteristics) and S1-13 (training/skills indicators). "We have not opted to omit any information relating to intellectual property, know-how, innovation outcomes, imminent developments or matters under negotiation" (page 5). This is the Company's first ESRS sustainability statement; no comparative data is presented.

Transition plan for climate change mitigation

Reference: page 49; actions detail pages 49-51.

"Although the company Cris-Tim Family Holding did not formalise a transition plan for climate change mitigation in 2025, it has implemented a series of actions in recent years as part of its commitment to climate change mitigation." "The Company aims to formalise a transition plan in 2026 to reduce its GHG footprint by 2030." Actions taken to date are grouped under three pillars – green energy, fleet decarbonisation, energy efficiency – detailed under E1-3, without a monetised or SBTi-validated 1.5°C pathway.

Identification of climate-related risks and scenario analysis

Back-filled from the E1 chapter's own [E1.IRO-1] subsection (page 48), which addresses climate risk identification even though the report is prepared under the 2023 ESRS, where E1-2/E1-3 as standalone climate DRs did not yet exist.

The DMA assessed climate IROs against three named scenarios (page 48): Scenario 1 – extreme weather events (floods, storms, drought, heatwaves): potential negative impact on employee health/safety, transition risks from supply-chain disruption and investor-confidence loss, opportunity from resilience-driven access to finance. Scenario 2 – increased regulatory pressure to decarbonise: positive air-quality/reskilling impacts, negative impact from cost pass-through to consumers, risk of compliance cost, opportunity from investor attractiveness. Scenario 3 – rising conventional-energy costs: positive impact from reduced fossil consumption, risk of higher energy costs from the mandatory transition. No named quantitative models (e.g. SSP/RCP or IEA pathways) or temperature projections are given; the scenarios are qualitative.

Resilience in relation to climate change

Back-filled from the E1 chapter's own [E1.SBM-3] subsection (page 48), since E1-2/E1-3 as standalone climate DRs did not exist under the 2023 ESRS the report is prepared against.

"As this is the first sustainability reporting exercise, the Company has not carried out a quantitative resilience analysis of its strategy and business model, nor has it conducted a climate vulnerability study with a quantitative assessment of climate risks, in accordance with the ESRS requirements." Qualitatively, resilience is framed around two poles: investment in energy-efficient/renewable technology lowering long-term costs and strengthening reputation, versus compliance-cost increases, water-access limits, raw-material price swings and operational disruption that may require recalibrating the business model (e.g. circular models converting by-products into protein flour/biogas, bio-based packaging, wastewater reuse).

Policies related to climate change mitigation and adaptation

Reference: pages 49-50.

"As this is the first reporting year in accordance with the ESRS, the Company does not have dedicated policies for climate change mitigation or adaptation that address significant impacts, risks and opportunities in their entirety." Climate-relevant commitments instead sit within the Policy on Quality, Environment, Occupational Health and Safety (ISO 9001:2015, ISO 14001:2015, ISO 45001:2018) and its Environmental Policy component (energy efficiency, legal compliance, pollution prevention). The Integrated Environmental Authorisation for the Filipeștii de Pădure plant (>80% of current production) also carries technical/operational provisions on energy efficiency, water-loss minimisation, accidental-pollution prevention and drought resilience via alternative water sourcing.

Actions and resources in relation to climate change policies

Reference: pages 50-51.

Three pillars: 1) Green energy – over €3 million invested (own funds, 2023) in one photovoltaic and two cogeneration units (6 MW total); Filipeștii de Pădure PV capacity 3,225 kW (~12% of consumption), Măgureni PV 330 kW (~20% of consumption); two natural-gas cogeneration units (up to 1 MWh each, ~60% of Filipeștii electricity; 5,291 MWh steam and 4,017 MWh hot water by-product in 2025); Filipeștii energy self-sufficiency reached ~72%; a further 400 kW PV unit for Măgureni went live August 2025. 2) Fleet decarbonisation – partnership signed end-2024 to replace 550+ vehicles with WLTP-certified models by end-2026, GPRS/Fleet Master monitoring. 3) Energy efficiency – administrative HQ relocated (June 2025) to a BREEAM EXCELLENT building; the 2025-2030 INVESTALIM programme adds a high-bay freezer (~1:3 efficiency gain vs. old freezer, natural NH3 refrigerant), a Măgureni heating-plant upgrade, a Tavil automated packaging system (€1.5m, 2026) and paper-based packaging trials.

Targets related to climate change mitigation and adaptation

Reference: page 52.

"In the current reporting period, the Company has not yet set quantitative targets for reducing greenhouse gas emissions, as it is in the process of conducting a comprehensive emissions inventory and defining transition scenarios, in accordance with the requirements of ESRS E1." No baseline, reduction percentage, or net-zero date is disclosed for FY2025; the company frames target-setting as a forward step contingent on completing its first full GHG inventory (reported under E1-6).

Energy consumption and energy mix

Reference: page 52.

Total energy consumption: 104,909 MWh. Total fossil energy consumption 84,456 MWh (80.5%), made up of crude oil/petroleum and natural gas consumption (25,652 MWh and 56,564 MWh across the two fossil-fuel lines, not distinguishable from one another in the extracted table) plus 2,240 MWh of purchased fossil electricity/heat/steam/cooling. Total renewable energy consumption 19,178 MWh (18.3%), comprising 3,214 MWh of renewable fuel (including biomass) and 15,964 MWh of purchased renewable electricity/heat/steam/cooling. Coal and nuclear consumption are nil. Total net revenue used for intensity purposes: 1,155,626,079 RON (the Company does not report energy consumption from high-climate-impact-sector activities, as it does not operate in such a sector).

Gross Scopes 1, 2, 3 and Total GHG emissions

Reference: pages 53-56.

Scope 1: 26,216.18 tCO2eq (0% from regulated ETS schemes) – stationary combustion (gas, Ecoinvent 3.12), mobile combustion (Fleet Master fuel records), industrial-process sawdust combustion, fugitive refrigerant emissions (DEFRA 2024/IPCC). Scope 2: 2,691.50 tCO2eq location-based; 1,173.89 tCO2eq market-based (supplier energy labels; ANRE Annual Report 2024 for location-based factors). Scope 3: 448,038.03 tCO2eq total, split: purchased goods & services 418,900.05; capital goods 8,197.47; fuel/energy-related 2,854.20; upstream transport & distribution 5,422.22; waste generated in operations 4,884.25; business travel 68.04; employee commuting 549.05; downstream transport 0.20; upstream leased assets, processing/use/end-of-life of products sold, downstream leased assets, franchises and investments all reported as not applicable/zero. Total GHG emissions: 474,936.95 tCO2eq location-based; 473,419.34 tCO2eq market-based. Intensity: 0.0411% location-based / 0.0410% market-based of net revenue (RON). Methodology combines primary site/invoice data (Scopes 1-2) with spend-based (Carbonsaver 2024) and Ecoinvent 3.8-3.12 factors for Scope 3.

GHG removals and GHG mitigation projects financed through carbon credits

Reference: page 56.

"During the reporting period, the Company did not develop or co-finance GHG removal and storage projects within its own operations or value chain, nor did it finance GHG mitigation projects through the purchase of carbon credits. Consequently, this requirement is not currently applicable to the Company." Should removal or carbon-credit activity begin, the company states it "will be reported separately, without being offset against gross emissions and without being taken into account for the fulfilment of any established reduction targets."

Internal carbon pricing

Reference: page 56.

"Currently, the Company does not use internal carbon pricing schemes as a tool for capital allocation. Therefore, the requirement is not applicable to the Company during the reporting period."

Policies related to water and marine resources

Reference: page 58.

"Currently, the Company does not have a dedicated policy that explicitly integrates significant impacts, risks and opportunities related to water resources, as this is the first year of reporting in accordance with ESRS." Water is instead governed through Accidental Pollution Prevention Plans, Water Management Authorisations and Environmental Authorisations for Filipeștii de Pădure and Măgureni, plus the ISO 14001:2015 environmental management system. Filipeștii de Pădure draws ~85% of water from six deep wells and ~15% from the local network; although both main sites sit in the Buzau-Ialomița river basin, assessed as at drought risk, the company states it "does not have a material negative impact on water resources" and its water authorisations impose no exploitation limits. Extracted water passes through two reverse-osmosis plants before use; wastewater is treated at on-site biological plants under NTPA-001 and Water Law 107/1996.

Actions and resources related to water and marine resources

Reference: page 59.

Under the INVESTALIM programme: (1) a 2025-2030 project to upgrade and expand the Filipeștii de Pădure wastewater treatment plant by 1,000 m³/day, technical/financial market analysis launched in 2025, aimed at reducing pressure on a water-stressed basin. (2) a 2025-2026 project drilling three additional deep-aquifer wells at Filipeștii de Pădure to strengthen supply resilience, cost €160,000 (excl. VAT); the first well was completed by end-2025.

Targets related to water and marine resources

Reference: page 60.

"As the modernisation process is at an early stage and will be finalised after the design of all investment objectives, no targets were set related to water resource management. We will set targets in the medium term." No quantified water-consumption or intensity target is disclosed for FY2025.

Water consumption

Reference: page 60.

Data sourced from utility bills and metering devices at wells and the network. Total water consumption: 21,596 m³ in water-risk areas (of a reported total water figure of 118,722 m³ in the table); total water recycled and reused: 2,030 m³; total water stored: 0. Water withdrawals 354,430 m³; water discharges 235,708 m³. Intensity: 518,092 m³ per net revenue in million EUR; 3.04 m³ per tonne of finished product. (The source table's rows are not fully separable in extraction; the figures above are the values the table explicitly attaches to each labelled indicator.)

Policies related to resource use and circular economy

Reference: pages 62-63.

"Currently, the Company does not have a dedicated policy that explicitly integrates the principles of the circular economy, as this is the first year of reporting in accordance with the ESRS." Relevant existing documents: the Environmental Policy (pollution prevention, resource efficiency, waste management), Waste Prevention and Reduction Plan, environmental permits, Procurement Procedure, annual food-waste-reduction plan, and stock-at-risk/overstock procedure. "The policy does not explicitly address the transition from the use of virgin resources to the use of secondary (recycled) resources, nor does it address the sustainable sourcing and use of renewable resources," though some objectives (packaging recovery/recycling, reduced consumption) contribute indirectly. Ultimate implementation responsibility sits with the Managing Director.

Actions and resources related to resource use and circular economy

Reference: pages 64-65.

Measures include: ISO 14001:2015 certification maintenance; optimising coagulant/flocculant dosing in wastewater treatment; meeting statutory packaging recovery/recycling targets; recovering organic waste and treatment-plant sludge for biogas (1,254,745 m³ produced/consumed in 2025, equivalent to 7.528 MWh), and animal by-products sold for protein-meal production (781.96 tonnes, part of 2,173.83 tonnes diverted from disposal). Preservation technology investments (predating 2025) supporting food-waste reduction: HPP (high-pressure processing), ozonation (~40 generators across sites), and modified-atmosphere packaging across 19 lines (~75 t/day capacity, 70% N2/30% CO2 mix). Logistics uses reusable plastic crates and wooden pallets in a collection-sanitisation-reuse cycle.

Targets related to resource use and circular economy

Reference: page 65.

"For 2025, the Company had not set any targets relating to the management of impacts, risks and opportunities relating to resource use and the circular economy. The Company will introduce such objectives and targets from 2026 onwards." Effectiveness is instead tracked via legal non-compliance monitoring and an annual independent third-party audit: the 2025 audit "concluded that the Company complies with legal requirements and other applicable regulations in the field of waste management," flagging one non-compliance – lack of evidence of staff environmental-protection training – for which a corrective action was opened.

Resource inflows

Reference: pages 65-67.

2025 resource inflows by weight (selected lines from the reported table): animal raw materials (meat) 33,601 tonnes (virgin, authorised slaughterhouses); vegetable raw materials (spices, additives, preserved/dried vegetables) 5,136 tonnes (organic/certified where applicable); primary packaging (film, trays, labels) 671 tonnes (virgin/partially recycled); reusable plastic crates 53,650 tonnes total mass in circulation (reused); wooden pallets 744.01 tonnes (reused); process/cleaning chemicals 154.19 tonnes; wastewater-treatment coagulants/flocculants 150 tonnes; water from own boreholes 261,063 m³ and from the external supplier 93,367 m³. "The company considers opportunities associated with more efficient use of resources and increasing the share of renewable resources in production processes." Sustainable-sourcing percentage reporting for biological materials is planned for the medium term.

Resource outflows

Reference: page 68.

Given the food-production business, main resource outflows are: organic food waste, packaging waste, wastewater-treatment sludge, waste oils and municipal waste. Packaging waste responsibility (plastic/PET, paper/cardboard, metal, wood) is transferred to OIREP (Extended Producer Responsibility) organisations under Law 249/2015. "Currently, the company does not have consolidated data on the recyclable content of products and packaging placed on the market. Internal systems for collecting and monitoring this information are under development." Non-recoverable waste goes to D5 specially-engineered landfill disposal or equivalent controlled operations. Quantified outflow data (packaging placed on the market and waste generated) is reported under E5-5-Waste.

Waste

Reference: pages 68-69.

Packaging placed on the market 2025: paper/cardboard 1,735.54 t (76.14% recycled vs. 75.0% legal target); plastic 671.07 t (73.95% vs. 50.0%); aluminium 56.59 t (50.00% vs. 50.0%); wood 744.01 t (53.63% vs. 25.0%); total 3,207.21 t placed, 2,245.03 t recycled through OIREP (70.00% actual vs. 65.0% legal minimum).

Waste generated 2025: 7,582.31 tonnes total (7,581.70 t non-hazardous; 0.61 t hazardous). Of the non-hazardous stream, 5,432.18 t diverted from disposal (2,173.83 t recycling, 3,258.35 t other recovery operations) and 2,107.52 t sent to disposal/incineration. The hazardous stream (0.61 t) went entirely to disposal. Total non-recycled waste: 2,108.13 tonnes (27.8% of total waste). "The company does not generate radioactive waste."

Policies related to own workforce

Reference: pages 74-81.

Policies applying to all employees (and, where applicable, non-employees on-site): Collective Labour Agreement (CLA), Internal Regulations, Code of Conduct and Business Ethics, Social Responsibility Management Manual (based on the BSCI Code, extends to suppliers/subcontractors), Equal Opportunities Policy, Whistleblowing Policy, Anti-Bribery Procedure, GDPR Procedure, Recruitment and Selection Policy, and (from 2025) two split policies on equal treatment and on sexual/psychological harassment. Approval rests with the General Manager and HR Director; the Health and Safety Manager co-owns implementation.

The CLA guarantees non-discrimination, sets standard hours at 8 hours/day, 40 hours/week, regulates overtime/flexible work/teleworking, OHS compliance, fair remuneration with pay-discrimination prohibitions, leave entitlements, training access, protection for pregnant/breastfeeding workers, under-18s and employees with disabilities, and grievance/disciplinary procedures. The OHS Procedure governs risk-identification forms, training and medical approval-for-work certificates per employee. In 2025 the CLA was renegotiated and signed at unit level and new Internal Regulations were adopted.

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

Reference: page 82.

"Currently, the Company has not concluded a global framework agreement on human rights with employee representatives," but workforce human-rights matters are embedded in the CLA, Internal Regulations and the equal-opportunities/OHS/anti-harassment policies. Social dialogue runs through the Health and Safety Committee, regular management/employee-representative meetings and formal consultation when reviewing policies or the CLA, coordinated by the HR Director with employee representatives.

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

Reference: page 84.

Compliance is monitored via OHS assessments, ISO 45001/9001/14001 audits and labour-authority (ITM) inspections. Misconduct/harassment/discrimination complaints, reporting-channel use, resolution time and corrective measures are tracked indicators. Whistleblowing (confidential, via the Whistlelink platform) and Anti-Harassment/Discrimination policies explicitly prohibit retaliation (suspension, demotion, dismissal, discrimination, intimidation). "To date, no cases of retaliation for using these channels have been reported" and, "by the end of 2025, there were no documented cases where legal remedies were required as a result of retaliation."

Taking action on material impacts on own workforce, effectiveness of those actions

Reference: pages 85-88.

Actions map to the identified scenarios: an integrated safety/predictability programme (biannual H&S training, incident-reporting mechanisms, regular communication on financial/organisational changes), a retention package (competitive salary benchmarking, loyalty/non-salary benefits, performance bonuses, internal-candidate priority, team-building), reskilling/upskilling and succession planning for technological change, and an integrated accident/occupational-illness prevention programme (risk assessments, recurring OHS training, protective equipment, an active OHS committee). Coordination sits across HR, Health and Safety, Legal, Finance, CSR and Senior Management, with company-wide scope and annually/biannually reviewed indicators (accident rate, non-conformities, training completion, absenteeism, turnover).

Targets related to own workforce

Reference: page 88.

"During the reporting period for 2025, the company had not set measurable targets regarding its own workforce"; a formal quantitative monitoring system is planned. Following formal consultation with employee representatives, targets for 2026 were set: digitise OHS training for ≥50% of the workforce; distribute accident-risk safety videos to ≥50% of production roles; deliver new practical-skills training to ≥30% of employees; reduce voluntary turnover by 10% versus 2025; increase internal-survey participation by ≥20%; and train 100% of the workforce on discrimination/harassment-prevention legislation by 2026.

Characteristics of the undertaking's employees

Reference: page 89.

As at 31 December 2025: 2,078 employees, all in Romania, all active. 1,074 male (51.7%) / 1,004 female (48.3%); 2,073 permanent / 5 fixed-term; full-time 1,070 male + 1,003 female; part-time 4 male + 1 female. Employee turnover rate: 27.93% (569 departures / 2,037 average headcount × 100), attributed to seasonal rural activity, retirement and early-career mobility among young employees. "The total number of employees of 2,078...corresponds to the figures presented in the Company's annual financial statements."

Collective bargaining coverage and social dialogue

Reference: page 90.

"The collective labour agreement (CLA) applies to all employees (100%), regardless of contract type, date of employment or working hours." The indicator (employees covered by an active CLA ÷ total employees at 31 December 2025) is the one metric in the statement externally validated by a body other than the Company's auditor – a BSCI (Business Social Compliance Initiative) audit provider.

Diversity metrics

Reference: page 91.

Age distribution (2025): under 30 – 168 employees (100 male/68 female, 8.085% of workforce); 30-50 years – 1,214 (631 male/583 female, 58.42%); over 50 – 696 (343 male/353 female, 33.49%); total 2,078. Senior management (21 individuals): 11 male (52.4%) / 10 female (47.6%). Senior management is defined as Board members, CEO, CFO and executive directors reporting directly to them (managers/department heads one or two levels below the Board). Figures are based on internal HR records as at 31 December 2025 and are not currently externally validated.

Adequate wages

Reference: page 92.

Benchmarked against the national gross minimum wage of RON 4,050 (Government Decision No. 1,871/2024), using only guaranteed gross base wage for a full-time equivalent (overtime, shift allowances and non-wage benefits excluded), per ESRS S1-10/AR 72-73. "The results of the analysis indicate that the lowest gross base wage paid within the company is 4,060 RON, exceeding the national benchmark...by approximately 0.25%. Consequently, 100% of the company's employees receive a gross base wage at least equal to or higher than the national benchmark."

Social protection

Reference: page 92.

"All the company's employees benefit from social protection against loss of income caused by illness, unemployment, workplace injury or acquired disability, parental leave and a pension provided through the public social security system," supplemented by access to additional benefits such as private healthcare cover.

Persons with disabilities

Reference: page 92.

"At the end of the reporting year, the company had a total of 3 male employees with disabilities, representing 0.14% of its total workforce as at 31 December 2025." Status is self-reported on a voluntary basis with supporting medical documentation, recorded under GDPR-compliant internal HR processes.

Health and safety metrics

Reference: page 93.

"During the reporting year, 3 work-related accidents were recorded among the company's own workforce, corresponding to a recordable accident rate of 0.79. A total of 89 calendar working days were lost as a result of these accidents...There was no fatality as a result of work related incidents." Recordable accident frequency and lost-day counts are monitored separately to assess OHS-measure effectiveness.

Work-life balance metrics

Reference: page 93.

All 2,078 employees (100% male and female) are entitled to family-reasons/parental leave. Of those entitled, 149 male employees (13.87%) and 191 female employees (19.02%) actually took family-reasons/parental leave in 2025, 340 employees in total (16.36%). Flexibility measures include staggered shifts, individualised schedules, extra days off for personal circumstances, and temporary internal relocation where the role permits.

Incidents, complaints and severe human rights impacts

Reference: page 94.

"During the reporting period, the Company did not record any incidents of discrimination, including harassment, or complaints regarding human rights. Furthermore, no serious cases or incidents relating to its own workforce, such as forced labour, human trafficking or the involvement of children in economic activities, were reported." No non-compliance with the UN Guiding Principles, the ILO Declaration on Fundamental Principles and Rights at Work, or the OECD Guidelines was recorded, and no fines or compensation were imposed. The Company holds ISO 45001 certification for its OHS management system.

Policies regarding consumers and end users

Reference: pages 97-100.

Governing documents: Food quality and safety policy, GDPR Internal Data Protection Procedure, Procedure PP-024 "Complaints – Product Withdrawal/Recall," Procedure PP-025 "Complaint Management," the Procurement Procedure and the Code of Conduct and Business Ethics. Scope covers all Romanian and EU-market food production/distribution activity; responsibility sits with the General Manager and the Quality Department. Certifications underpinning the policy: ISO 9001:2015, ISO 14001:2015, ISO 22000:2018, FSSC 22000, IFS FOOD, Gluten Free certification, HACCP, EU food-hygiene rules (EC 852/2004), GMP, GDPR (EU 2016/679) and Codex Alimentarius. The Ethics Charter, annexed to all supplier contracts, was revised in 2025 to add environmental-component commitments. "In 2025, the Company had no reports of non-compliance with the UN Guiding Principles on Business and Human Rights, the ILO Declaration...or the OECD Guidelines" concerning consumers.

Processes for engaging with consumers and end users on impacts

Reference: page 101.

Operational responsibility sits with the Quality Department and Marketing/Sales, under the General Manager. Annual customer-satisfaction surveys run via online questionnaires and telephone interviews; the latest was conducted in February 2025, feeding recipe, packaging and service adjustments. The company is regularly inspected by ANSVSA, ANPC, DSP, the Romanian Bureau of Metrology, ITM and ISU, "usually...on a quarterly basis." Consumer channels: social media, a dispatch centre, an online complaint form (auto-routed to the Qlik complaint-management system) and product-label contact details.

Processes to remedy negative impacts and channels for consumers and end-users to raise concerns

Reference: pages 102-103.

A seven-step complaint process: receipt → forwarding to reclamatii@cristim.ro → registration in the Qlik Complaints Record Sheet → analysis (justified/unjustified classification) → resolution decision (replacement, refund or recall) → communication → monitoring against a 24/48-hour response target. "In 2025, the average response time was 24/48 hours, and all 10 justified complaints were resolved within the target timeframe." A recall/withdrawal traceability system is periodically tested via simulation. 2025 customer satisfaction survey: 2,540 customers surveyed across IKA, traditional and intra-Community trade channels, 87% satisfaction (rated GOOD).

Taking action on material impacts on consumers and end-users, effectiveness of those actions

Reference: pages 104-107.

2025 measures: in-house/external laboratory testing (own-lab cost 1,059,901 RON; external analyses 1,096,626 RON); 4 withdrawal/recall simulations; Clean Label/Gluten Free portfolio audits including ARIG re-certification of 68 products; full integration of complaint channels into Qlik; the February satisfaction survey (2,540 customers, 87% "GOOD"); annual Production/Quality staff training on complaint management; and €3.5 million (excl. VAT) spent on consumer transparency/quality communication campaigns (TV, online, influencers). A dedicated Recall/Withdrawal (R/W) Committee (quality, logistics, production, sales directors) governs incident response, authority/retailer/media notification within set timeframes, and quarantine of returned batches. "In 2025, there were no cases of product withdrawal or recall, but the procedure was tested through periodic simulations."

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Reference: pages 107-108.

Targets approved by CEO decision dated 06.02.2026: zero food-safety complaints (microbiological-contamination non-compliance); complete removal of unsafe products from the market chain within 4 hours; keep justified consumer complaints at a maximum of 10/year (2024 and 2025 both recorded 10 of 139 and 139 total complaints respectively, 10 justified); zero non-compliant sanitation/microaeroflora tests (all 2025 tests compliant); and a standing target of 0.23% non-compliant products – 2025 actual was 0.00406%, down 6.7% from 2024's 0.0043%, meeting the target.

Business conduct policies and corporate culture

Reference: pages 111-112.

The Code of Conduct and Business Ethics and Anti-Bribery and Corruption Procedure define integrity, honesty, transparency, non-discrimination, anti-harassment and anti-corruption principles for all employees; annual training on both documents begins in 2026. In Q1 2026 the anti-bribery procedure is being updated to align with the UN Convention against Corruption, prohibiting bribes, illegitimate commissions, blackmail, fraud or unlawful influence. The Whistleblowing Policy enables anonymous reporting of legal breaches, corruption or ethical misconduct; an appointed, non-hierarchically-subordinate Ethics Advisor reports directly to the General Manager. High-corruption-risk function identification (procurement, authority relations, third-party contracting, financial operations) with periodic risk assessment is planned to start in 2026.

Management of relationships with suppliers

Reference: page 112.

A Payment Policy and Payment Terms document applies to all suppliers, prohibiting unfair payment terms/interest rates; for SME and micro-enterprise suppliers the 60-day payment term is absolute. The Ethics Charter, annexed to all supplier contracts, commits both parties to legal compliance, human rights and working-condition standards; it was revised in 2025 to add environmental-component commitments (legislative compliance, judicious resource management, sustainable-investment promotion). Supplier selection, validation and auditing detail sits under ESRS 2 SBM-1.

Prevention and detection of corruption and bribery

Reference: pages 112-114.

The Anti-Bribery and Corruption Procedure and Code of Conduct set rules on gifts, commissions and sponsorships, prohibiting anything that could suggest undue advantage. Reporting channels: the "Whistlelink" platform (cristim.whistlelink.com), the "Vorbește" e-mail (integritate@cristim.ro), a dedicated phone line (075CRISTIM), and an information-request address (infoline@cristim.ro), all publicised on the Company's website. Investigations run through HR (whistleblower-channel reports) or the Ethics Advisor (other ethics/integrity matters), reporting to the CEO. "During the reference year, the Company did not conduct any specific training," but has set a permanent goal from 2026 of mandatory training for 100% of employees in positions exposed to corruption risk (procurement, authority relations, contracting, financial operations), plus annual assessment of at-risk functions from 2026.

Targets related to business conduct

(part of MDR-T/GDR-T disclosures) – Reference: pages 112-114.

No single quantified corruption-reduction target is stated for FY2025; effectiveness is instead tracked through the absence of confirmed incidents (see G1-4) combined with a stated forward target: from 2026, mandatory annual anti-bribery/corruption training for 100% of employees in positions exposed to corruption risk (procurement, authority relations, third-party contracting, financial operations), alongside annual identification/review of those at-risk functions starting in 2026. The Company states more broadly for business conduct that management will attend training "at least once a year" on both legal obligations and internal corruption/bribery-risk procedures.

Incidents of corruption or bribery

Reference: page 114.

"During the reporting period, no complaints were made and no sanctions (fines, convictions or any other) were imposed on the Company or its employees for acts of corruption or bribery." The Company states it has adhered to a "zero tolerance for corruption" principle and whistleblower protection, with the 100%-by-2026 at-risk-function training goal (see G1-3) framed as the forward mitigation step.

Payment practices

Reference: page 114.

Standard supplier payment term: 60 calendar days maximum; for SME/micro-enterprise suppliers this 60-day cap "may not exceed...under any circumstances," and any contractual exception beyond 60 days must not be unfair to the creditor. DPO (days payable outstanding) formula: trade payables / Σ(raw materials, goods, consumables, utilities, repair and maintenance costs, third-party services) × 365 – the FY2025 DPO figure itself did not survive extraction from the source table and is not quoted here to avoid misstating it. "This indicator is not validated by an independent external body other than the auditor performing the assurance engagement on the sustainability reporting." "During the reporting year, no legal proceedings were brought against the Company for late payment."