Fnac Darty S.A.

The role of the administrative, management and supervisory bodies

Reference: page 51; pages 51-54.

The Board of Directors has 14 members: two employee representatives, 8 independent Directors, 13 non-executive members and one executive (page 52). Six of the 14 are women, which the report puts at 50% of the Board once the two employee Directors are excluded (page 52).

Four Board committees assist it: Audit, Appointments and Compensation, Corporate, Environmental and Social Responsibility (CESR, five Directors) and Strategy (pages 52-53). The report states that management of impacts, risks and opportunities is entrusted to the CESR Committee, the Audit Committee and the Appointments and Compensation Committee (page 52).

Below the Board, a Climate and Biodiversity Committee, a Circular Economy Committee and a Sustainability Committee, each sponsored by Executive Committee members, and an Ethics Committee chaired by the General Secretary for HR, CSR and Governance carry the work (page 52). Directors report their climate, biodiversity and social skills in an annual self-assessment; an external consultant assessed them in 2025 and the result went to the Board on February 25, 2026 (page 53).

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

Reference: page 54.

The Board hears about sustainability impacts, risks and opportunities through the minutes of its committee meetings (page 54). The Audit Committee and the CESR Committee held a joint meeting on February 11, 2025 on the sustainability report (including double materiality and the decarbonization plan), social and environmental objectives, Taxonomy compliance and the 2025 CSR roadmap. A second joint meeting in February 2026 covered the same ground (page 54).

The CESR Committee met three times in 2025, focusing on sustainable consumption, energy transition, circular economy strategy and human capital (page 54). The Audit Committee reviews the Group risk mapping each year and checks that climate issues are part of risk assessment (page 54).

The Board resolves each year on multi-year CSR and climate guidelines, validates the climate strategy and approves the sustainability report (page 54). For how material impacts, risks and opportunities were considered, the report points to ESRS2-SBM-3 and to section 3.2.2.3 of the URD (page 54).

Integration of sustainability-related performance in incentive schemes

Reference: page 55.

For fiscal 2025 (paid in 2026), 10% of target short-term variable pay is tied to CSR objectives for the CEO, the other Executive Committee members and eligible managers (page 55). For the CEO that is 5% on cutting Group CO2 emissions along the SBTi trajectory to 2030 and 5% on employee engagement. For other Executive Committee members and managers it is 5% on energy consumption and 5% on department-specific CSR objectives (page 55).

The 2025 performance share plan for the CEO and Executive Committee vests in three years (2028) and carries a 25% CSR criterion: 12.5% on CO2 reduction targets and 12.5% on the share of women in the Leadership Group (page 55). Leadership Group members received a plan with the same CSR conditions (page 55).

Incentive agreements signed in 2024 and 2025 for a large part of the workforce include a CSR indicator on health and safety and mandatory training participation, about 10% of the other incentive criteria (page 55). Unieuro employees were outside the variable structure in 2025 and join from 2026 (page 55). The Board decides CEO pay on the proposal of the Appointments and Compensation Committee (page 55).

Statement on due diligence

Reference: page 56.

The statement is a mapping table that places each core element of due diligence in the sustainability statement (page 56). Integration into governance, strategy and business model points to ESRS2-GOV-1, GOV-2 and section 2.7, the Vigilance Plan. Stakeholder dialogue and impact identification point to SBM-2, IRO-1 and the Vigilance Plan risk mapping. Actions point to S1-4, S2-4 and S4-4 and the Vigilance Plan prevention measures, and monitoring points to S1-5 and S2-5 (page 56).

The Vigilance Plan answers the French duty of care law. It covers the Group's brands, direct and indirect purchasing, own operations and tier 1 suppliers; the Ethics Committee reviews it and it goes to the CESR and Audit Committees and to trade union organizations (pages 180-181). Group commitments cited are the Universal Declaration of Human Rights, the ILO fundamental conventions, the UN Global Compact and the Paris Agreement (page 50). One report was received in 2025 on duty of care; it was investigated and found unfounded (page 185).

Risk management and internal controls over sustainability reporting

Reference: page 56; pages 56-57.

An internal steering committee oversees production of the CSRD data. After the 2024 report it was widened beyond Finance, Risk, Internal Control, CSR and Human Resources to include Services and Operations and Sales and Marketing, and it met monthly from July 2025 (page 56). Unieuro's integration got a weekly CSR and CSRD update, and CSRD progress was presented at every CESR Committee meeting and to the Audit Committee at year end (page 56).

Three reporting protocols (social, environmental, governance) were revised in 2025 (page 56). Contributors enter data in the R21 software; built-in checks flag variations above 15% against the prior year and supporting documents are required (page 57). Entity-level validators check first, then the CSR Department validates every indicator as final reviewer, and changes are tracked in an audit trail (page 57). A blank reporting exercise on 2024 data prepared the Italian contributors (page 57). The Audit Committee oversees preparation of the information and the effectiveness of internal control (page 57).

Strategy, business model and value chain

Reference: page 57; pages 57-58.

Fnac Darty describes itself as a European leader in the distribution of consumer electronics, domestic appliances, entertainment and leisure products and related services, selling new and second-life products (page 57). The report cites revenue of about €10 billion (page 80) and nearly 30,000 employees (page 120).

The upstream value chain starts with raw material extraction (metals and plastics for electronics and appliances, wood for books) and runs through manufacturers and logistics to distribution centers (page 57). Own operations are an omnichannel model of stores, franchises and online platforms, with delivery, installation, after-sales repair and take-back services such as Darty Max (page 58). Downstream, the Group aims to extend product life and arranges end-of-life treatment with specialist partners (page 58). A value chain diagram is on page 58.

The CSR strategy sits inside the Beyond everyday plan, with a target of 3.5 million repaired products a year by 2030 (pages 44, 58). Page 50 lists the SBM-1 datapoints incorporated by reference from Chapter 1 of the URD.

Interests and views of stakeholders

Reference: page 58; pages 58-59.

Stakeholder input comes mainly from the 2022 double materiality consultation: interviews with the Executive Committee, two customer focus groups, 25 internal pioneers in three CSR think tanks, and a survey of 2,020 respondents (1,003 internal employees and 1,017 external stakeholders) (page 58). Pages 66-67 describe the same exercise as 21 interviews (18 external, three internal) plus two customer focus groups.

A table on page 59 maps seven stakeholder groups (customers, employees, suppliers, franchise networks, associations, public authorities and segment bodies, investors) to the purpose of cooperation, the channels used, how results were taken into account and the strategy changes that followed. Examples: a monthly employee survey (Zest) and direct collective expression meetings; annual CSR audits and the After-Sales Service Barometer with suppliers; regional meetings and an annual convention with franchisees; investor roadshows and calls (page 59). The Board is told of stakeholder evaluations, for instance through non-financial ratings (page 59). The same section is listed in the content index for S1, S2 and S4 (pages 70-71).

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

Reference: page 60; pages 60-65.

Fnac Darty built its CSR policy around five pillars (sustainable consumption, climate and biodiversity, human capital, business ethics, territories and culture) in response to the IROs from its double materiality analysis, run in 2024 and reviewed in 2025 for Unieuro (page 60). Material topics are E1, E2, E3, E4, E5, S1, S2, S4 and G1; S3 is not among them (page 68).

Tables on pages 61-65 give each IRO's type, place in the value chain, ESRS topic, linked CSR pillar and responsible governance body. The topical chapters list 47 IROs in all: 22 environmental, 14 social and 11 governance. Examples: GHG emissions from manufacturing and from use of products sold (negative impacts, E1); a circular business model built on durability and repairability (positive impact, E5); worse working conditions at manufacturers in areas at risk for human rights (negative impact, S2); loss of customer confidence from controversial products (risk, S4); major customer data leaks (risk, G1) (pages 61-65).

One IRO is new in 2025: potential harm to individuals' personal data, placed under G1 (pages 66-67). Time horizons are short (12 months), medium (1 to 5 years) and long (up to 10 years) (page 48).

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

Reference: page 66; pages 66-68.

The double materiality analysis starts from the ESRS 1 topic and sub-topic list plus retail-specific issues, with internal and external stakeholders rating importance and an outside consulting firm supporting the process (page 66). For value chain issues without primary data, the assessment relied on sector benchmarks and NGO and government reports (page 66). The 2022 consultation gathered 2,020 survey responses (customers through a Toluna panel), 21 interviews and two customer focus groups (pages 66-67).

Impact materiality scores scale, scope, irremediability (negative impacts) and likelihood, before any remediation; financial materiality scores magnitude and probability against the Group's risk-mapping scales. Both use a 16-point matrix, and items rated "important" or "critical" (above 9) are material (page 67). For formalization, the IRO with the highest impact rating stands for all IROs of a sub-topic (page 67).

The 2025 review covered Unieuro and Covercare and changed no result except one new G1 impact on personal data (pages 66-67). Results went to the Executive Committee and the joint CESR and Audit Committee (page 68). Climate-specific steps are on pages 77-78.

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

Reference: page 69; pages 69-71.

The Group matched its material IROs to datapoints and lists the publication requirements it met, topic by topic (page 69). The list covers E1 (GOV-3, SBM-3, E1-1 to E1-6); E2 (E2-2 only); E3 (E3-2 only); E4 (SBM-3, E4-2, E4-3); E5 (E5-1 to E5-5); S1 (SBM-2, SBM-3, S1-1 to S1-6, S1-9, S1-10, S1-14, S1-16, S1-17); S2 (SBM-2, SBM-3, S2-1 to S2-5); S4 (SBM-2, SBM-3, S4-1 to S4-5); and G1 (G1-1 to G1-6) (pages 69-71). Each row gives a section number and no page number.

ESRS 2 general disclosures are not rows in the list; they have their own headed sections (pages 47-69), and page 50 lists datapoints incorporated by reference from other chapters. The Appendix B datapoint list is in Annex 2.5 (pages 71, 170-175). Absent from the list: E1-7 to E1-9, E2-1, E2-3 to E2-6, E3-1, E3-3 to E3-5, E4-1, E4-4 to E4-6, E5-6, S1-7, S1-8, S1-11 to S1-13, S1-15 and all of S3.

Transition plan for climate change mitigation

Reference: page 72; pages 72-75.

The report calls its plan a decarbonization plan and says it is "not fully comprehensive, as it does not meet all the requirements of ESRS-E1". The missing work is the complete physical risk analysis, the GHG quantification of decarbonization levers and the CapEx/OpEx needed to implement the action plans (page 72).

Targets: scopes 1 and 2 down 50% by 2030 against 2019, validated by SBTi as compatible with 1.5°C; emissions from product use down 22% per product sold by 2030; suppliers covering 80% of product-manufacturing CO2 to hold science-based targets by end 2026 (page 72). The levers sit in three policies (energy, transport, products) and are tabled on page 74. "Use of products sold" is called locked potential GHG emissions: 50%, or 4,641,360 tCO2eq, of the 2025 footprint (page 74). The chapter states no net-zero or 2050 target.

The plan was approved by the CESR Committee and then the Board (page 75). The report cites more than €18 million invested in 2025 across the three policies (page 75). The scope has outgrown the SBTi 5% methodological limit, so the Group will send updated data to SBTi for revalidation (page 79).

Identification of climate-related risks and scenario analysis

Back-filled from ESRS 2 IRO-1 and the climate risk subsection of the E1 chapter, where this content is disclosed in the FY2025 report (pages 77-78). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Reference: pages 77-78.

Physical risk (2022, partial): a financial assessment of own activities, Group scope except Italy, covering 1,059 sites (664 own sites and 395 franchisee sites) and four hazards: extreme heat, heavy rain and river flooding, drought and clay shrinkage, temperature and cooling (page 77). Projections for 2030 and 2050 used the RCP 8.5 / SSP5-8.5 scenario, described as pessimistic, at 1.6°C in 2030 and 2.4°C in 2050 (page 77). Two impacts were costed to 2030 and 2050: air-conditioning needs and slower activity in heat waves (page 77).

Transition risk: the benchmarks were the IEA SDS and Ademe Transition(s) 2050; "The Group did not use climate scenarios as part of its transition risk analysis" (page 78). Risks carry short, medium or long horizons (pages 77-78).

The Taxonomy section adds a Carbone 4 OCARA analysis of owned and leased buildings, begun in 2023; Unieuro and Covercare have not done a physical climate risk assessment (page 109).

Resilience in relation to climate change

Back-filled from the E1 chapter and the TCFD cross-reference table (pages 72, 75, 78-79, 119). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Reference: pages 72-79.

The report presents no resilience analysis labeled as such. It says its decarbonization plan lacks the complete physical risk analysis, the GHG quantification of decarbonization levers and the CapEx/OpEx required (page 72), and that no climate scenarios were used for transition risk (page 78).

What it offers instead: a statement that responses to climate risks sit either in annual investment budgets (LED relamping, building management systems, heating and cooling upgrades, fleet greening, packaging reduction, a 10-year PPA signed in 2022), in a medium- or long-term approach without earmarked investment, or in operating expenses (pages 78-79); a first test of climate risks (physical and transition) in impairment tests of asset values (page 78); and a first adaptation policy due by end 2027 (page 75). The TCFD table lists the resilience recommendation against section 2.2.1.2 and CDP C5, using 2024 URD numbering (page 119).

Policies related to climate change mitigation and adaptation

Reference: page 83.

Three policies cover mitigation and adaptation. The energy efficiency and conservation policy applies Group-wide, mainly to own operations and energy suppliers, and is overseen by the Climate and Biodiversity Committee; Maintenance owns consumption cuts and Indirect Purchasing owns the energy mix. It serves the 2030 targets: scopes 1 and 2 down 50% (SBTi) and site transport and energy CO2 down 50% against 2019. France has been ISO 50001-certified since 2024 (page 83).

The transport decarbonization policy covers the vehicle fleet (scopes 1 and 2) and freight (scope 3) across the value chain, with two focuses: cutting unnecessary transport and greening the fleet through electrification, lower-emission fuels and trials of bicycle logistics (page 83). The product decarbonization policy covers the Group and its value chain, since 99% of the 2025 footprint comes from the value chain; it follows two SBTi targets and two approaches, decarbonizing the supply chain and guiding customers to sustainable consumption (page 83). The report says all three are monitored quarterly by the Climate and Biodiversity Committee (page 83). A first adaptation policy is promised by end 2027 (page 75).

Actions and resources in relation to climate change policies

Reference: page 84; pages 84-88.

Energy: an ISO 50001 energy management system (Energis) covers all French sites since 2025; LED lighting reached 137 French stores; 134 Italian stores renovated under the Green Project cut consumption by about 14.9 GWh (page 84). A 20 MW solar farm under a corporate PPA, running since April 2023, covered about 22% of annual site energy in 2025; the Group's renewable electricity share is 67% (24% in 2019, 56% in 2024) (page 84).

Transport: in France 220 electric and 600 bioethanol vehicles make up 66% of the after-sales fleet, and the diesel share fell from 100% in 2022 to 14% in 2025, with an all-electric fleet planned by 2030 (page 86). The Group ordered 190 vehicles able to run on XTL synthetic fuel in early 2025, but fueling points limit their use; 53% of the warehouse-to-store carrier fleet is low carbon (page 86).

Products: repair, second life, the Greenly tool to assess supplier commitments, and a supplier Compliance and Sustainability Charter from 2026 (page 87). Repairs in France avoided 112,022 tCO2eq in 2025 (185,880 for a new purchase against 73,858 for the repair) (page 88). Resources: more than €18 million in 2025 (page 75).

Targets related to climate change mitigation and adaptation

Reference: page 88; pages 88-89.

SBTi scopes 1 and 2: cut 50% by 2030 against 2019. The 2025 total is 26,522 tCO2eq against 68,253 in 2019, down 61% (scope 1: 20,385; scope 2 market-based: 6,137), so the Group says it has exceeded the target (pages 88-89). The report adds that the target "was not defined by scope when it was created" (page 88).

Beyond everyday target: site transport and energy CO2 (scopes 1, 2 and 3) down 50% by 2030; 2025 stands at 72,121 tCO2eq against 125,031 in 2019, down 42% (page 89).

SBTi product use (scope 3 category 11): down 22% per product sold by 2030; 94 kgCO2eq per product in 2025 against 98 in 2019, down 4% (page 89). SBTi suppliers: 80% of manufacturing CO2 covered by suppliers with science-based targets by end 2026; 73% in 2025 (68% in 2024) (page 89). Electricity: 80 GWh by 2026 for Fnac and Darty sites in France; 84 GWh in 2025 against 118 in 2022 (page 89). The report notes that its E1 emissions table is incomplete because the Group has no milestones and targets per scope and emission item (page 80).

Energy consumption and mix

Reference: page 85.

Total energy consumption was 267,233 MWh in 2025 against 177,020 MWh in 2024, up 51%; on a comparable scope excluding Unieuro it was 172,470 MWh, down 3% (page 85). The 2025 mix: fossil sources 55,956 MWh (21%), nuclear 62,087 MWh (23%) and renewable 149,190 MWh (56%). Renewables include 1,155 MWh of fuel (including biomass), 146,575 MWh of purchased electricity, heat, steam and cooling, and 1,460 MWh of self-generated non-fuel energy (page 85).

Data come from the Energis system in France and from energy suppliers elsewhere, monthly, for own sites only; franchisees are excluded (page 85). Italian figures include estimates: part of renewable self-consumption was estimated from geolocation and capacity, and 7,785,270 kWh of electricity bought from mall and store owners was extrapolated from similar stores (page 48). The annex summary table shows 247 GWh consumed for the Group including Italy, against 267 GWh in this section (pages 85, 189).

Gross Scopes 1, 2, 3 and Total GHG emissions

Reference: page 79; pages 79-82.

2025 gross emissions (tCO2eq): scope 1 20,385; scope 2 market-based 6,137 (location-based 26,126); scope 3 9,234,865; total market-based 9,261,387, up 1% on the recalculated 2024 figure and down 18% on recalculated 2019 as printed (page 80). Largest scope 3 lines: use of products sold 4,641,360 (50% of the footprint), purchased products and services 3,835,866 and end of life 438,323 (page 80). Customer travel to stores adds 758,083 tCO2eq, published separately (page 80). Intensity: 0.88 tCO2 per unit of revenue, market-based (page 80).

The 2019 base year and 2024 comparatives were recalculated after adding Unieuro, Covercare, WeFix and Darty Portugal, adopting the Greenly tool and a new method for category 11 using actual product energy data (pages 79, 81). Unieuro makes up 57% of 2025 market-based emissions (page 79). The text gives 11,253,530 tCO2eq for recalculated 2019; the table shows 11,112,238 (pages 79-80). Scope 3 carries a high uncertainty level, with extrapolation across brands (pages 48, 81).

Actions and resources related to pollution

Reference: page 91; pages 91-92.

Suppliers: the Supplier Code of Conduct (November 2024) says suppliers commit to reducing pollutant emissions and discharges at the source and to responsible waste management (page 91). In environmental audits, 100% of own-brand suppliers in China were assessed in 2024-2025 on pollution prevention and hazardous or potentially hazardous substances; audits run annually through internal experts or independent auditors under ICS, with follow-up every two years (page 91).

Own operations: a fire and vulnerability risk analysis with Bureau Veritas (from September 2024) produced a 2025 risk map and treatment plan. Actions by end 2026 include training 180 employees most exposed to lithium battery risks, guidance on road transport of hazardous goods across several sites, and fire-rated charging cabinets in six warehouses (page 91). Chemical risk assessment in repair workshops since 2021; hydrogen welding stations in all after-sales sites since end 2024; a CHIMIREC contract for hazardous industrial waste from 2025 (pages 91-92).

End of life: the Group is a major WEEE collector in France; Ecosystem's treatment, in proportion to the Group's contribution, removed the equivalent of 171,826 tons of CO2 (page 92). The section states no CapEx or OpEx amounts.

Actions and resources related to water and marine resources

Reference: page 92.

The content index lists E3-2 against section 2.2.3 (page 69). The actions are indirect, and the report says it has no water policy yet (page 92). Repair services, such as the 2.6 million products repaired in 2025, avoid water used in manufacturing new products (page 92). In the annual environmental audits of own-brand suppliers in China, water management is a criterion in its own right, and 78 suppliers were assessed on water use, waste water and recycling in 2025 (page 92).

From 2026 the Group will run life cycle analyses on own-brand and licensed products following the Product Environmental Footprint method (pages 94, 99). The section gives no budget for water actions.

Policies related to biodiversity and ecosystems

Reference: page 93.

The content index lists E4-2 against sections 2.1.3.3, 2.2 and 2.2.1.7 (page 69). The policies are indirect: the report says it has no dedicated biodiversity policy and could not publish "associated biodiversity and ecosystem policies" in 2025 (page 93). The E4 IRO table points to the product circularity policy and the packaging management policy (ESRS E5-1) as the indirect policies for the biodiversity loss impact (page 93).

The one biodiversity-specific commitment is in the Supplier Code of Conduct, updated in November 2024: suppliers must follow international protocols on preserving biodiversity, keep production sites with a negative environmental impact out of IUCN category I to IV protected areas, Ramsar wetlands and UNESCO World Heritage Sites, and minimize the environmental effects of their sites (page 93). The first biodiversity policy is due by end 2027 (page 93).

Actions and resources related to biodiversity and ecosystems

Reference: page 93; pages 93-94.

Actions are mostly indirect: the decarbonization plan (E1) and the circular economy strategy (E5); repair avoids new products and the mining linked to them (page 93). Specific steps: the Group used the Global Biodiversity Score (CDC Biodiversité) for a sector analysis in 2022 and extended it in 2025 to a biodiversity footprint of all direct activities and the value chain, with ticketing and the marketplace excluded; results (in MSA.km²) will appear in the 2026 sustainability statement (page 93). Supplier Code of Conduct requirements on biodiversity were added in November 2024 (pages 93-94). From 2026 own-brand and licensed products get a life cycle analysis under the Product Environmental Footprint method, with supplier engagement in China (page 94). Recycling of household WEEE limits depletion of metals and rare earths (page 94). The section states no amounts or budget.

Policies related to resource use and circular economy

Reference: page 95.

Three policies cover the Group and its value chain. They are run by the Services and Operations Department with the CSR Department and overseen by the Circular Economy Committee, which meets three times a year (page 95). The product circularity policy follows ISO 59010 and is reflected in two targets: 3.5 million repaired products by 2030 and a sustainability score of 135 in 2025 (page 95). It covers informing customers, promoting maintenance and repair, and giving products a second life (page 95).

The waste management policy follows EU directives 2008/98/EC and 2018/851 and the waste hierarchy (prevention, reuse, recycling, recovery, disposal); a monthly Waste Steering Committee guides actions on own operations and downstream end-of-life products (page 95). The packaging management policy aims to cut packaging impact at source, promote reuse and raise recycling and recovery rates, involving packaging suppliers, logistics teams and own-brand sourcing (page 95).

Actions and resources related to resource use and the circular economy

Reference: page 96; pages 96-103.

Product information: a sustainability score built from breakdown-rate and repairability data from Darty after-sales service. The eighth After-Sales Service Barometer came out in October 2025, covering more than 100 categories, over 150 brands and almost 1,900,000 service calls (page 98). A "Sustainable Choice" label marks the best products; the report gives "nearly 800" products on page 98 and "more than 900" on pages 87 and 89.

Repair: Darty Max subscriptions; nearly 1,500 technicians trained and 800 joined since 2019; 164 technicians in 22 apprentice classes in 2025; a plan to hire 250 more by end 2026 (page 99). WeFix runs 125 QualiRépar-certified points of sale (page 99).

Second life and waste: second-life offers since 2017 with a two-year warranty, take-back schemes and donations of unsold goods (pages 100-101). In 2025 the Group produced 84,747 tons of waste, 81% recycled, and collected 69,280 tons of WEEE, up 43% (page 101). In France all plastic logistics packaging was replaced by cardboard blocks in 2025 (page 103).

Targets related to resource use and circular economy

Reference: page 104; page 46.

Repairs: a voluntary absolute target of 3.5 million products repaired in 2030. The Group repaired 2.6 million in 2025 (1.9 million in 2019, 2.6 million in 2024, up 0.4% on 2024), after reaching the earlier 2.5 million target in 2024 (page 104). The indicator counts remote, in-store, home, workshop, WeFix and Envie reconditioning repairs plus spare parts sold; self-repair is estimated only through spare parts sold in stores (page 104).

Sustainability score: a target of 135 in 2025 on a 2019 baseline of 100. France scored 136 in 2025 (133 in 2024) (page 104). The score covers France only and products under statutory warranty, and applies to products making up 57% of Fnac Darty France turnover (page 97).

The objectives table on page 46 also lists a "x2" goal for second-life business volume.

Resource inflows

Reference: page 103.

The only inflow quantified is packaging bought for logistics across the Group: 4,674 tons in 2025, made of 4,210 tons of cardboard and 464 tons of plastics (page 103). On a comparable scope that is 4,187 tons against 4,331 in 2024 (down 3%) and 4,930 in 2021; comparable plastics fell 15%, but plastics are up 35% on the 2024 figure once Unieuro is added (page 103). Data come from supplier invoices in the subsidiaries and the logistics ERP in France (page 103).

Own-brand sourcing used recycled cardboard packaging for nearly 90% of new products by 2025 and has cut polystyrene in some packaging (page 103). The report describes product materials only in words (metals, technical plastics, glass and ceramics, electronic components) and gives no tonnages (page 98).

Resource outflows

Reference: page 101; pages 98, 101-103.

The Group produced 84,747 tons of waste in 2025 (hazardous and non-hazardous), 81% of it recycled (page 101). Product end-of-life flows are tracked through WEEE collection: 69,280 tons collected in 2025, up 43% from 48,419 tons, with Italy collecting 21,500 tons and Belgium 5,784 tons (page 101). The Group is the leading WEEE collector in France, and since 2024 customers can return up to four items for every product delivered (page 101).

On product durability, the After-Sales Service Barometer (tagged E5-5-36-a) studies breakdown rates, repairability and life span of domestic appliances across more than 100 categories (page 98). The sustainability score reached 136 in France (page 104).

Waste detail, treatment types and the Italy classification caveat are in the Waste entry. The auditors draw attention, as a remark, to the exclusion of non-hazardous waste from sites without private waste providers (page 177).

Waste

Reference: page 101; pages 101-103.

2025 waste (Group, tons): hazardous 69,282 (up 43% on 2024), of which 65,226 diverted from disposal (57,829 through recycling) and 4,057 for disposal; non-hazardous 15,465 (up 21%), of which 13,580 diverted from disposal and 1,885 for disposal (pages 101-103). Non-recycled hazardous waste is 11,453 tons and non-recycled non-hazardous waste 4,267 tons (pages 101, 103). The Group states that 88% of its non-hazardous waste was recovered and that its recycling rate for it was 72% (page 102).

Method: tonnages by treatment come from service providers using the EU D and R codes; in France the Vertuow Waste Pilot Analytics tool tracks them and a waste committee has met monthly since 2025 (page 102). Sites that use municipal collection are excluded from non-hazardous waste, 2024 data were adjusted after methodology changes, and Italian hazardous waste is classified using the average of the five main Italian players (pages 48, 49, 102).

Policies related to own workforce

Reference: page 122; pages 122-132.

The Group commits to the UN Global Compact and ILO principles through its Business Code of Conduct. Its double materiality results showed no human rights risk in the own workforce, so the human rights policy is presented under S2 (page 122). Four policy areas address the material S1 impacts. Occupational health and safety: a shared framework with three priorities (accidents, absenteeism, safety culture) and local adaptation (page 123). Diversity and inclusion: six principles, and a four-year Group agreement on professional equality signed in 2025 (page 125). Skills management and training: a policy defined in 2025 and formally rolled out in 2026 (page 129). Attractiveness, retention and recruitment: built on the "All Leaders" program launched in 2022 and coordinated by the Talent Acquisition and Development Department, created the same year (page 131).

Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions

Reference: page 122; pages 122-132.

Health and safety (pages 123-125): a common prevention process in every entity: the annual DUERP update and job-position risk mapping in France, external audits by Bureau Veritas in Italy, psychological support units and stress workshops, and a monthly Safety Feedback newsletter. France launched the Safe Place label for employees who are victims of violence in 2025 and rolled out the HOLICARE mental health system, including at WeFix (page 124). Effectiveness is tracked on dashboards of accident frequency and severity, absenteeism and action-plan progress (pages 123-125).

Skills (pages 129-130): the Fnac Darty France Academy validated more than 200,000 e-learning modules in 2025; the apprentice training center supported 103 participants and 52 of 54 students graduated (96.3%) (page 130). The Group welcomed 1,319 work-study students in 2025 (page 127).

Diversity and retention (pages 126-132): a gender equality plan, the #StOpE and LGBT+ charters, a 310-member Ex Aequo network, and employer brand and recruitment programs (pages 126, 131-132).

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

Reference: page 122; pages 122-132.

Targets exist for absenteeism and diversity. Health and safety: an absenteeism target of 6.5% in France (page 123); the report says targets for accident rates "have not yet been set at the Group level" (page 124). Diversity, 2030: 40% women in the Leadership Group (31.8% in 2025), on the Board and on the Executive Committee (36.4% in 2025); store-manager targets per country, from 35% (Fnac France) to 10% (Darty Portugal); the minimum statutory share of employees with disabilities in each country; at least as many employees aged 50 and over as in the local working population; at least one LGBT+ action per country (pages 127-128).

Training: "The Group has not yet defined specific targets for these areas" (page 130). Recruitment and retention: no formal targets (page 132). The women's leadership targets were validated by the Board and the full set was built with the D&I Europe Committee in June 2025 (page 127).

Characteristics of the undertaking's employees

Reference: page 135; pages 135-137.

At December 31, 2025 the Group had 29,201 employees (17,564 men, 11,637 women, none reported as other or undeclared) against 24,070 a year earlier, the rise coming mainly from Unieuro (5,437 employees, 18.62% of the workforce). France had 17,558 (60.13%) (page 135). Permanent contracts cover 25,698 employees and fixed-term contracts 3,503; 23,134 work full time and 6,067 part time (page 136). Leavers numbered 8,684 in 2025, a turnover rate of 30.20% (30.57% in 2024); Italy's rate was 24.8% (page 136).

About 88% of staff are on permanent contracts, and fixed-term contracts are mostly professionalization, apprenticeship and replacement contracts (page 137). The data cover 99.3% of the financial-consolidation workforce; franchisee staff, Fnac Appro Groupe and train-station and airport stores are excluded (page 135). The report cites the scarcity of repair and digital profiles (page 137).

Diversity metrics

Reference: page 137.

At the top level, the Leadership Group had 74 women and 159 men at year end 2025 (31.76% women), against 74 women and 152 men in 2024 (32.74%) (page 137). The group is the Executive Committee, executive officers and key managers at grade 19 or above on the Korn Ferry scale, or country management committees where no grading exists (page 138). Women are 50% of the Board (page 128).

Age profile of permanent employees at end 2025: under 30, 5,194 (20.2%); 30 to 50, 13,062 (50.8%); over 50, 7,442 (29.0%); 2024 shares were 22.5%, 49.8% and 27.7% (page 137). Italy's permanent workforce is 6.3% under 30 and 31.8% over 50 (page 137). Women are 39.8% of the workforce, 38.2% of managers and 22.5% of store managers (page 128).

Adequate wages

Reference: page 138.

The report states that all internal staff on permanent and fixed-term contracts at December 31 received a salary higher than the regulatory salary in each country: France, Spain, Portugal, Belgium, Switzerland and Italy. A country table shows no country where employees earn less than the benchmark living wage, and the share of employees not paid an adequate wage is 0% in each country in both 2024 and 2025 (page 138). The Group says its compensation policies secure the external competitiveness of its positions together with internal fairness (page 138).

The benchmark behind these figures is the statutory minimum wage in force in each country, and the report cites no separate living wage benchmark (page 141).

Health and safety metrics

Reference: page 139.

All employees (100%) are covered by a health and safety management system based on legal requirements or recognized standards (page 139). No fatalities occurred among own staff in 2024 or 2025, and none among other workers at Group sites in 2025, though Italy does not collect that data (pages 49, 139). Recorded occupational accidents (excluding Nature & Découvertes) were 836 in 2025 against 792 in 2024, a rate of 21.00 against 25.65; Italy recorded 60 accidents and a rate of 6.83 (page 139). The rate is accidents with at least one day of stoppage times 1,000,000 divided by hours worked, and in France only accidents recognized by health insurance are counted (page 142). Absenteeism was 6.5% for the Group including Italy (page 192).

Compensation metrics (pay gap and total compensation)

Reference: page 139.

The gender pay gap is 4.71% for the Group in 2025 (4.48% in 2024); 3.52% for Fnac Darty France (3.39% in 2024); and minus 2.09% for Italy, a negative gap meaning women's average pay is higher (page 139). The total annual compensation ratio is 108.24 for Fnac Darty France in 2025 (103.29 in 2024) and 24.92 for Italy (page 139).

For Italy the pay gap covers Unieuro and Covercare, and the ratio covers Unieuro excluding Covercare (page 139). The ratio also excludes WeFix, Nature & Découvertes and the European subsidiaries other than Italy, and joiners, leavers and fixed-term contracts are left out (page 49). The calculation follows the French equity ratio and gender equality index methods, with compensation built from theoretical base salary, cash benefits, benefits in kind and long-term incentives (page 139).

Incidents, complaints and severe human rights impacts

Reference: page 140.

The Group recorded 52 incidents of discrimination in 2025 (48 in 2024); Italy reported none (page 140). Complaints through channels for own workers to raise concerns fell to 91 from 163, and an Italy column shows 31 more, although page 49 says Italy is excluded from this indicator (pages 49, 140). No complaints were filed with OECD national contact points in 2025 (page 140). Fines, penalties and compensation for discrimination, and for severe human rights incidents, were €0, and the workforce had zero severe human rights incidents in 2024 and 2025 (page 140).

Labor court disputes count only for France (page 143). The lines reconciling these amounts to the financial statements show "NC" (page 140).

Policies related to value chain workers

Reference: page 145.

Fnac Darty is a UN Global Compact signatory, renewing its adherence for 2025, and bases its approach on ILO conventions, the OECD Guidelines and the Global Compact (page 145). The Supplier Code of Conduct (published November 2024) applies to sourcing, direct purchasing, indirect purchasing and own operations and sets minimum social, environmental and ethical standards, with requirements on worker safety and the prevention of forced labor, human trafficking and child labor (pages 145, 182). It goes into contracts with a standard clause (page 182).

For own-brand and licensed products the Vendor Manual adds listing audits before contracting and regular audits, and includes 12 critical failure points, six of them on human rights, fundamental freedoms and health and safety (pages 145, 182). Direct purchasing requires product liability insurance and code compliance; indirect purchasing follows the RFAR responsible purchasing policy, in line with ISO 20400 and certified again for three years in January 2025 (pages 145, 159). The Vigilance Plan holds the detail (page 145).

Taking action on material impacts on value chain workers

Reference: page 146; pages 146, 183-185.

Actions differ by scope (page 146). For own-brand and licensed products: listing audits, follow-up audits, high compliance thresholds and corrective plans. In 2025 the Group audited 97 plants out of 189 active ones, mostly in China (177); 90 were compliant (92.8%), 51 audits were unannounced and the non-compliance threshold rose from 75% to 82% (pages 158, 183). A plant failing a critical point must stop production until it corrects the fault (page 183). The Group joined ICS, which ran 30 audits in 2025 on top of its own (page 183).

For indirect purchasing, 93% of calls for tender carry CSR criteria and 94% of contracts include the Supplier Code of Conduct (page 184). Marketplaces ran more than 1,300 tests and removed 41 sellers (page 185). Own operations rely on risk prevention, ergonomics investment and procedures for co-activity and for chemical and battery risks (page 146).

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

Reference: page 146.

Targets were set internally with the business lines concerned, and the metrics sit in the Vigilance Plan (page 146). Own-brand and licensed plants face three audits every two years (technical, social, environmental); technical and social failures block production and shipping, and from 2027 the environmental audit becomes a pass or fail criterion (page 146). The compliance rate required of audited plants was above 82% in 2025, with an objective of 83% by 2027, 13 points above the 70% baseline set in 2021 (page 146). For indirect purchasing the 2026 objective is to keep 93% of calls for tender with CSR criteria and 94% of contracts with the Supplier Code of Conduct (page 146).

Policies related to consumers and end-users

Reference: page 149; pages 149, 151.

Three policy areas cover consumers and end-users. Product compliance: each product must meet the standards in force, with Direct Purchasing (including sourcing), customer service and communication sharing the duty, and product liability insurance and code of conduct compliance required of suppliers (pages 149-150). Customer relations and accessibility: the policy covers product sustainability, the second-life offer, sorting and the accessibility of sites and stores, run by a Customer Experience Department (page 151). Data protection and security are handled under G1 (section 2.4.1.9), after the 2025 move of these topics out of S4 (pages 47, 71, 165).

The Group follows UN and OECD guidelines on consumers' fundamental rights and treats personal data protection as a human right; the whistleblowing platform received no report of human rights abuses or serious incidents involving consumers in 2025 (page 149).

Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actions

Reference: page 149; pages 149-152.

Product safety and compliance: direct purchasing teams work with suppliers on compliance and quality, and no contract is signed without a code of conduct commitment and product liability insurance (page 149). Own-brand and licensed products pass quality controls, with three partner laboratories (Bureau Veritas, Eurofins, Intertek) (page 150). Withdrawal, recall and corrective campaigns cover own-brand, supplier and marketplace products; Unieuro plans formal recall procedures with service level agreements from 2026 (page 150). Unieuro reviewed the sustainability profile of suppliers covering more than 70% of its 2025 purchases at catalogue prices (page 149).

Information and access: the Product Passport, with a target of 1 million products equipped by end 2026 (page 151); Sustainable Choice and second-life offers; financing over 2 to 36 months, long-term rental, a service making customer care accessible to deaf and hard-of-hearing customers, and a website accessibility tool (pages 151-152).

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

Reference: page 153; pages 150, 153.

For product safety and compliance the report gives no separate targets and refers to S2-5 and the Vigilance Plan results (page 150). For customer response quality it reports 2025 results against targets (page 153): incoming calls answered 87.5% (target above 92%); social media messages answered within two hours 85% (target 85%); chat response time under 54 seconds (target under one minute). The aggregate NPS was 66.7, up 2.3 points, matching the target set (page 152). NPS targets differ by brand and are raised each year (page 153). Work began in 2025 on generative AI and other tools to answer requests faster (page 153).

Business conduct policies and corporate culture

Reference: page 156; pages 156-158.

The Ethics Committee, chaired by the General Secretary, met five times in 2025 (at least twice a year is required), and the CEO joins it once a year (page 156). The ethics guidelines are the Business Code of Conduct, the Supplier Code of Conduct, the Gifts and Benefits Charter, the Charter for the Prevention of Conflicts of Interest and the Whistle B alert line (page 156). Mandatory e-learning runs three to seven modules depending on exposure; executives take seven modules and exposed persons take four (page 157). The at-risk list had 712 employees in France and 711 in the countries and subsidiaries in 2025 (page 157).

Whistle B by Navex is open to employees and outside parties; receipt is acknowledged within seven days, and handling must finish within three months, or six in justified cases (page 158). Unieuro keeps its own Code of Ethics and platform and is appointing an Ethical Officer (pages 156, 158). The 2025 personal data impact is handled under section 2.4.1.9, with no formal data protection targets yet (pages 165-167).

Targets related to business conduct

Back-filled from the business conduct chapter, where targets are addressed as part of the MDR-T/GDR-T disclosures rather than as a numbered disclosure requirement. G1-3 became a standalone DR only in the 2025/2026 ESRS.

Reference: pages 160-161, 167.

Fnac Darty states no formal targets for the personal data and cybersecurity impacts: "To date, the Group has not yet established formal targets for the management of personal data" and, for security, "has not yet established formal data security targets" (page 167). It commits to set clear and measurable goals as part of the Beyond everyday plan (page 167).

Effectiveness is tracked without targets. The ethics system rollout is presented at each Ethics Committee meeting; an annual self-assessment campaign reviews procedures through internal control; an annual monitoring report goes to the Audit Committee; an annual declaration campaign tests for conflicts of interest; and training rates are reported by population (page 161). On payment practices the Group has no overarching late payment policy and runs an action plan to cut late payments on indirect purchases (pages 163-164).

Incidents of corruption or bribery

Reference: page 162.

The G1-4 table covers corruption or bribery payments during the reporting period. The Group had 0 convictions for violation of anti-corruption and anti-bribery laws in 2024 and 2025, and €0 in fines in both years; Unieuro also shows 0 convictions and €0 in fines for 2025 (page 162). The table gives no count of confirmed incidents, although the methodological note defines one (pages 168-169). The Risk Director and the Ethics Manager supervise cases (page 168).

Political influence and lobbying activities

Reference: page 162; pages 162-163.

In France the Communications and Public Affairs Department coordinates lobbying under the CEO's authority; activities are reported each year to the HATVP, and the 2025 report was not yet available at publication (page 162). The Group is on the EU Transparency Register with an empty activity declaration and an amount below €10,000, because it does not lobby in Brussels (page 162). It makes no financial or in-kind contributions to political organizations, a policy applied in all entities (page 162). No member of the administrative, management or supervisory bodies held a comparable public office in the two years before appointment (page 163).

Topics lobbied include the circular economy and the AGEC repair fund (adding subscriptions and funding repair technician training), the Darcos Act on book sales, the Culture Pass and the Digital Services and Digital Markets Acts (pages 162-163).

Payment practices

Reference: page 163; pages 163-165.

The Group has no overarching late payment policy and follows the payment terms set by regulation in each country (page 163). In France, purchase-to-pay covered 869,000 invoices and about €5 billion of purchases in 2025, 87% of invoices arrive by EDI and 88% reconcile without accountant intervention (page 163). Indirect non-real estate purchases are about 250,000 invoices and €700 million excluding VAT a year, with a late payment action plan since the end of 2022 and immediate payment of very small enterprises such as kitchen installers (page 163).

Average days to pay in 2025: indirect purchases 50 in France, 25 in Belgium, 79 in Portugal, 34 in Switzerland, 39 in Italy and 61 in Spain; direct purchasing 63, 43, 70, 54, 74 and 60 (page 164). In France 92.27% of indirect payments, 87.67% of direct purchasing payments and 91.94% of real estate payments met standard terms (page 164). One legal proceeding for late payment is pending, in France (page 164). Several entities and categories are excluded from the figures (pages 49, 169).