Glaston Oyj Abp

Reference: pages 44-46 (content index, page 58).

Glaston's Board of Directors had seven members in 2025, five men and two women (29% women). The report gives the share of independent members as 100%, and the share independent of significant shareholders as 71% (page 45). Management representatives made up 100% of the Executive Leadership Team, and the report says there were no employee representatives (page 45).

The Board has two committees. The Audit Committee (chair Arja Talma) supports the Board on monitoring sustainability reporting and the assessment of internal control and risk management over it, and reviews all sustainability-related policies before they reach the Board. The People and Remuneration Committee (chair Veli-Matti Reinikkala) covers remuneration (pages 44-45).

The Board is the highest decision-making body for sustainability. It confirms the double materiality results, decides the sustainability strategy and strategic targets, approves sustainability policies and approves the sustainability statement (page 45). The EVP Solutions & Operations carries sustainability at Executive Leadership Team level and runs the sustainability function. A Sustainability Working Group chaired by the Sustainability Director, with an Operations & Environment subgroup, prepares reports, metrics, targets and policies (page 46).

Reference: page 47 (also page 45).

Material sustainability risks, opportunities and impacts are discussed in the meetings of the Executive Leadership Team, the Audit Committee and the Board of Directors (page 47). The Executive Leadership Team evaluates the sustainability program and reporting, and progress on both, at least twice a year, with the Sustainability Director taking part (page 45). The Group Sustainability Director presents an extensive Sustainability Review to the Executive Leadership Team and the Board once a year (page 47).

In 2025 the Board discussed the 2024 sustainability statement and the status of the sustainability targets, reviewed the updated materiality assessment, and approved the topics identified as material. Items before the Executive Leadership Team included the updated materiality assessment, occupational health and safety, and the results of the employee satisfaction survey. The Audit Committee covered the 2024 sustainability statement, the Green Omnibus relief package for CSRD reporting and its possible effects on Glaston, and preparation for 2025 reporting (page 47).

Reference: page 47 (also page 74).

Remuneration of senior management and the Group's key individuals consists of fixed pay, pension benefits, and short-term and long-term incentives linked to financial and strategic targets. The Remuneration Policy allows sustainability-related targets to be part of the short-term or long-term targets. The People and Remuneration Committee prepares the principles for target-setting, and the Board decides the targets for the short-term and long-term incentives (page 47).

The strategic targets that include sustainability are customer satisfaction (Net Promoter Score) above 40, accident frequency (LTIFR) of zero and an Employee Engagement Rate above 75. The report states that in 2025 the short-term and long-term incentives did not include metrics related to sustainability, such as climate change mitigation or social themes (page 47). The climate chapter repeats the point for climate: Glaston has not taken climate-related aspects into account in its incentive schemes (page 74).

Reference: page 48 (content index, page 58).

Glaston presents its statement on due diligence as a table. It lists the core elements of due diligence (embedding in governance, strategy and business model; engaging with affected stakeholders; identifying and assessing adverse impacts; taking action; tracking effectiveness and communicating) against the paragraphs of the sustainability statement that cover each. The paragraphs named are ESRS 2 GOV-1, GOV-2, SBM-2, IRO-1, IRO-2 and SBM-3 for the first three elements, the E1 section on actions and resources related to policies and the S1 section on policies, actions and resources for action, and ESRS 2 MDR-T metrics and targets for tracking effectiveness (page 48).

Glaston states that it is committed to respecting human rights and labor rights as defined in the UN Guiding Principles on Business and Human Rights and the OECD Guidelines for Multinational Enterprises (page 46).

Reference: page 48 (also page 46).

Glaston says the main risks in its sustainability reporting come from manual data collection and processing, especially for environmental data. It mitigates them through detailed advance planning, documentation of processes and practices, and teamwork. Reporting quality is developed through cooperation between functions and discussions with other companies and the assurance provider (page 48).

Data collection is mainly the responsibility of the Group HR function, the sustainability function and the financial management function, and the communications function produces the report. HR checks the correctness of personnel data and the sustainability function checks environmental data. Monitoring rests on reporting guidelines, analysis of deviating information and discussions between reporting units and group functions. The Audit Committee oversees sustainability reporting, and the Group has an outsourced internal audit function whose reports go to the Audit Committee (page 48). The Finance function analyzes risks in the reporting process and sets up internal controls to manage them (page 46).

Reference: pages 48-50, 53 (content index, page 58).

Glaston supplies equipment, services and solutions for glass processing to the architectural, mobility, display and solar energy industries, with tempering, laminating, insulating glass and pre-processing as its core technologies. It reports segments Architecture and Mobility, and Display & Solar (page 44). Production sits in Tampere (Finland), Neuhausen (Germany) and Tianjin (China), and automotive glass pre-processing machine production moved from Switzerland to Tianjin during 2025. Sales and service points operate in nine countries, customers are in over 100 countries, and about 4,000 machine lines are installed (pages 48-50). Glaston had 772 employees (FTE) at the end of 2025 (page 49).

The business is organized into Market areas, Solutions & Operations, and Services. About 80% of purchases come from Europe and 20% from Asia, and key suppliers sit close to the production plants (page 50). The value chain diagram on page 53 runs from raw materials, components and equipment, through Glaston's own development, sourcing, production, delivery and service, to flat glass processing by customers and end use in buildings, vehicles, electronic displays and solar energy.

The datapoint table marks involvement in fossil fuel, chemical production, controversial weapons and tobacco activities as not material (page 60).

Reference: pages 51-52.

Glaston lists five stakeholder groups with their key topics and how it engages them (page 51):

• Personnel: competence development, health and occupational safety, diversity, climate change, DEI strategy. Channels are personnel surveys, supervisor interviews, performance discussions and personnel representatives.
• Investors: climate change, circular economy in the industry, human rights of personnel. Channels are investor meetings and interviews.
• Customers: climate change, energy and material efficiency of machines, glass recycling. Channels are customer meetings, workshops and satisfaction surveys.
• Suppliers: employee health and safety, climate change, packaging and transport. Channels are bilateral meetings, supplier evaluations and audits.
• Financing providers: climate change, occupational safety, ethical operating practices.

Stakeholder views fed the double materiality assessment, with stakeholder interviews held in spring 2023 (page 52). The Board is informed regularly of personnel and customer satisfaction survey results. In 2025, no external stakeholders were engaged in the annual review of the double materiality assessment, and the material topics stayed unchanged (page 51).

Reference: pages 54-57; impact, risk and opportunity tables on pages 73 (E1), 86 (S1) and 96 (S4).

Glaston's material topics are E1 Climate change (climate change mitigation, energy and climate change adaptation), S1 Own workforce, and S4 Consumers and end-users, through safety in the built environment. S1 covers working conditions (working hours, work-life balance, health and safety), equal treatment (diversity, gender equality and equal pay, training and skills development) and an own topic, employee engagement (pages 54, 57). The company states that its material topics stayed unchanged in the 2025 annual review (page 54).

E2 pollution, E3 water, E4 biodiversity and E5 resource use and circular economy were assessed and did not emerge as topics to report (pages 54-55). Glaston states it has not carried out a resilience analysis (page 54) and has not assessed the resilience of its strategy and business model with a separate analysis based on climate scenarios (page 73).

The report says its material risks and opportunities did not trigger significant direct financial effects in 2025 and are not expected to do so in the short, medium or long term (page 54).

Reference: pages 52-53.

Glaston ran its first double materiality assessment between spring 2023 and fall 2024, in four stages: a long list of topics from a workshop with senior management and experts; stakeholder engagement (customers, suppliers, shareholders, financing providers, supervisors and a personnel survey); workshops assessing impacts, risks and opportunities; and a final list of the most material topics. The Board approved the result in September 2024 (page 52).

Time horizons are the reporting year (short term), 1-5 years (medium term) and over 5 years (long term). The assessment was run mainly on the medium term (page 52). Impacts were scored on 1-5 scales per factor. Severity (the average of scale and scope) was multiplied by likelihood, giving a maximum of 25, and the materiality threshold was 16. For adverse human rights impacts, severity takes priority over likelihood. Financial materiality used a 1-5 scale multiplied by likelihood (page 53).

The annual review was done between May and September 2025 with internal experts and an external expert, and the Board approved it in September 2025. A TCFD-based climate and biodiversity risk assessment was also carried out in late 2024 (pages 53, 73).

Reference: pages 58-59 (content index); pages 60-64 (datapoints from other EU legislation).

Glaston's content index, titled "List of ESRS requirements followed in the preparation of the sustainability report", gives page numbers for ESRS 2 (BP-1, BP-2, GOV-1 to GOV-5, SBM-1 to SBM-3, IRO-1, IRO-2), E1 (E1-1 to E1-6), S1 (S1-1 to S1-6, S1-8 to S1-11 and S1-13 to S1-17) and S4 (S4-1 to S4-5) (pages 58-59). It does not list S1-7, S1-12, E1-7 to E1-9, or any disclosure requirement under E2, E3, E4, E5, S2, S3 or G1.

The datapoint table (pages 60-64) marks each datapoint derived from other EU legislation as material, with a page, or not material. The E2-4, E3, E4-2, E5-5, S2, S4-1, S4-4 and G1 datapoints are marked not material, as are the E1-7 and E1-9 datapoints (pages 61-64). One inconsistency: the SBM-3 E4 paragraph 16 datapoints are marked "material, page 54", although page 54 says biodiversity did not emerge as a material topic (page 62).

The report does not say whether it applies any ESRS 1 Appendix C phase-in relief.

Reference: page 74 (content index, page 58).

Glaston is committed to the Science Based Targets initiative (SBTi). Its science-based targets were approved by the SBTi in July 2024, and the Scope 1 and 2 targets support the Paris Agreement's goal of limiting warming to 1.5 degrees Celsius (page 74). In 2025 Glaston prepared transition plans, but their processing was postponed until 2026, when it will prepare a detailed emission intensity roadmap for 2032 (page 74).

The report points to the policies and actions section for the decarbonization levers and resources (page 74). The levers named there are phasing out natural gas and other fossil energy in own operations in the long term, raising the share of renewable energy, and a 2025 decision to stop using fossil-fuel-based electricity in China (page 75). Glaston says it does not expect mitigation actions to need significant capital or operating expenditure (page 75). It is not excluded from the EU Paris-aligned Benchmarks (page 74). Climate aspects are not part of its incentive schemes (page 74).

Identification of climate-related risks and scenario analysis

Back-filled from ESRS 2 IRO-1 and the E1 climate risk assessment, where this content is disclosed in the FY2025 report (pages 53, 73-74). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

In late 2024 Glaston ran a climate and biodiversity risk assessment using the TCFD framework, covering transition risks and physical risks (page 73). Physical risk data came from production-unit level and transition risks were assessed at Group level, across short, medium and long term. Physical risks were not split by time horizon because they were found to be low (page 73).

Transition risk types: policy and legislation, technology, markets, reputation. Replacing products with lower-emission alternatives and unsuccessful investments in new technology carry moderate financial effects but low likelihood; uncertainty in market signals carries moderate effect and likelihood in the medium term (pages 73-74). The main physical risk is worsening extreme weather in China, rated low to moderate, where the factory is exposed to heavy rainfall; in Finland and Germany the risk to the supply chain was rated low (page 74).

Glaston states it has not carried out a climate scenario analysis to identify transition and physical risks, and will develop the assessment later (page 74). SBTi target setting separately used IEA scenarios (Sustainable Development, page 74; Announced Pledges, page 75).

Resilience in relation to climate change

Back-filled from ESRS 2 SBM-3 and the E1 impacts, risks and opportunities section, where this content is disclosed in the FY2025 report (pages 54, 73). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Glaston states it has not carried out a resilience analysis. The E1 section says it has not assessed the resilience of its strategy and business model using a separate resilience analysis based on climate scenarios (page 73). The SBM-3 section repeats this and gives as the reason that the potential risks and opportunities are indirect to the extent that their impacts cannot be predicted (page 54).

What the report offers instead: its material risks and opportunities did not trigger significant direct financial effects in 2025 and are not expected to in the short, medium or long term; business opportunities from climate change mitigation or building safety are material but cannot be separated from general market growth; and the direct GHG reduction target can be reached without significant new investments (page 54).

Reference: pages 74-75 (content index, page 58; combined with E1-3).

Glaston's environmental work is guided by the Environmental and Climate Change Policy, approved by the Board. The policy commits Glaston to the systematic reduction of environmental impact, applies to all legal entities in the Group and to everyone working on its behalf, and was reviewed in 2025 with no changes needed (page 74). In Finland, production-related environmental matters follow a certified ISO 14001 environmental management system (page 74). Glaston is also committed to the UN Global Compact and SBTi guidelines in implementing the policy (page 74).

On mitigation, the policy aims to cut carbon dioxide emissions in own operations and the value chain through energy savings and a shift to low-carbon and renewable energy, and to phase out natural gas and other fossil energy in own operations in the long term (page 75). The policy also covers improving the energy efficiency of products sold and supporting customers' emission reduction targets (page 75). The report states that the policy does not cover climate change adaptation, energy efficiency or renewable energy deployment (page 75).

Reference: pages 74-76 (content index, page 58; combined with E1-2).

The actions described are mostly product-led. Glaston develops upgradeable, energy-efficient products, and offers maintenance and modernization services that can extend machine life; product development was 3.9% of net sales and maintenance and modernization services 38.9% of net sales in 2025 (page 75). Product development focuses on improving the energy efficiency of machines, including automation that optimizes energy use in heating and cooling, and upgrades for existing production lines (page 76).

In own operations, Scope 1 (fuels and natural gas) was about 59% of Scope 1 and 2 emissions and Scope 2 (electricity and district heat) about 41% in 2025 (page 75). Glaston plans to phase out natural gas and other fossil energy and raise the share of renewable energy, and in 2025 it decided to stop using fossil-fuel-based electricity in China (page 75). Energy audits are carried out regularly in its premises, and the Sustainability Working Group was reorganized in 2025 to strengthen environmental work (page 74).

Glaston does not expect these actions to require significant capital or operating expenditure (page 75).

Reference: pages 75-76, 84 (content index, page 58); medium- and long-term targets also on page 58.

Glaston has two science-based targets with 2022 as the base year and 2032 as the target year, approved by the SBTi (pages 74-75):

• Absolute Scope 1 and 2 emissions (market-based) down 50.4%. Base year 1,491 tCO2e, 2025 value 1,498 tCO2e, 2032 target 740 tCO2e (page 84).
• Scope 3 emissions down 58.1% per square meter of glass processing capacity sold. Base year 0.00043 tCO2e/m2, 2025 value 0.00022, 2032 target 0.00018 (page 84).

The Scope 1 and 2 target is a combined target. Absolute Scope 3 emissions for the target year are not reported because of the sensitive nature of the data (pages 44, 84). Scope 3 targets cover categories 1-7, 9 and 11-13 (page 76). Stated assumptions include sales volumes, customer demand, regulation and new technology, and the report expects absolute Scope 3 to rise as more machines are sold (pages 75-76). Glaston reviews the targets at least every five years and has a 5% significance threshold for recalculating emissions (page 78). Only the SBTi process involved stakeholders in target setting (page 76).

Reference: pages 76, 83 (content index, page 58).

Total energy consumption was 10,284 MWh in 2025, against 10,166 MWh in 2024. Fossil sources supplied 6,333 MWh (62% of the total), nuclear sources 2,993 MWh (29%) and renewable sources 958 MWh (9%). Total renewable energy production was 289 MWh (page 83). The 2024 figures were adjusted for the classification of district heating, which raised the fossil share and lowered the renewable share against the first published 2024 numbers (page 83).

Energy intensity was 0.000049 MWh per euro of net sales in 2025, up 5% from 0.000047 (page 83). Glaston says its main activities fall in sectors with a significant environmental impact. Because consulting net sales cannot be separated, it calculated intensity with total Group net sales as the denominator (page 76).

Data came from unit-level collection forms, using fuel cards, electricity bills and expense invoices, and the report says the consumption meters were not validated or verified by Glaston (page 83).

Reference: pages 77-84 (content index, page 58).

2025 gross emissions in tCO2e (page 82): Scope 1 878 (848 in 2024, base year 2022: 605); Scope 2 location-based 1,108 and market-based 619; Scope 3 176,065 (184,930 in 2024, down 5%); total 178,051 location-based and 177,563 market-based (186,470 in 2024). Scope 1 and 2 market-based together were 1,498 tCO2e, down about 3% (page 77). Scope 3 is about 99% of the total (page 77).

Category 11, use of sold products, was 126,393 tCO2e and about 71% of all emissions. Category 1, purchased goods and services, was 42,117 tCO2e, down 17% (pages 77, 82). Categories 8, 10, 14 and 15 are excluded (pages 77, 82). Scope 3 uses the GHG Protocol with a mainly spend-based method for purchases, and only 1.3% of Scope 3 came from primary data (page 83). Machines are assumed to last 17 years (heat treatment) and 15 years (insulating and pre-processing) in category 11 (page 81).

GHG intensity was 853 tCO2e per EUR million net sales location-based and 850 market-based (page 84). Emissions are calculated for entities under operational control (page 77).

Reference: pages 86-88 (content index, page 59).

Glaston's operations are guided by the Code of Conduct approved by the Board. It was updated in 2025 and published in Finnish, German, English and Chinese. All employees complete a mandatory Code of Conduct course every two years, and the General Counsel is in charge of implementation (page 86). The People Policy, also Board-approved and Group-wide, sets principles on working conditions, equity, training and development, and equality, and commits Glaston to non-discrimination on grounds including gender, age, religious beliefs, gender identity, political opinions and national or social origin (pages 86-87).

A Human Rights Policy and the Code of Conduct set out the commitment to the Universal Declaration of Human Rights, the UN Guiding Principles, the OECD Guidelines and the ILO Declaration; Glaston joined the UN Global Compact in 2023. It does not use or allow child or forced labor (page 87). A Safety and Occupational Health Policy sets health and safety targets and guidelines. The DEI roadmap was approved by the Executive Leadership Team in December 2024. An external human rights risk assessment was done in 2023, with the next planned for 2026. Glaston has not identified particularly vulnerable groups in its workforce and so has no specific policies for them (page 87).

Reference: pages 90-93 (content index, page 59; combined with S1-5).

Actions follow the material sub-topics. For work-life balance, Glaston offers hybrid work, flexible working times and part-time work, and offers parental leave and family-friendly programs at least to the level local law requires. Workload is monitored through the pulse surveys, local well-being plans continued in 2025, and a Sustainable Work Pace learning path was published on the e-learning platform (page 90).

For health and safety, there are nine local safety managers and a steering group, weekly safety calls for minor and large incidents, regular risk assessments in plant inspections, drills and training, an annual Group-wide safety week, and a right for every employee to refuse unsafe work. Online mental health services are available in Finland, Germany, Switzerland and the United States (page 91).

For equal treatment, a new DEI e-learning course for all employees was the main 2025 action. For training, performance dialogues and the Group-level People Deep Dive process identify skills needs, and all employees can use the e-learning portal (pages 91-92). Resources are set in annual planning, which prioritizes material negative impacts on personnel (page 90).

Reference: pages 85, 91-93 (content index, page 59; combined with S1-4); medium-term targets also on page 58.

Glaston sets its personnel targets to be reached in 3-5 years (page 85):

• Zero work-related accidents resulting in lost time, tracked with the lost-time injury frequency rate (LTIFR). The 2025 outcome was 5.8 (5.7 in 2024), so the target was not met (pages 58, 85).
• Employee engagement rate over 75 on a 0-100 scale. The 2025 outcome was 78 (76) (page 93).
• Zero incidents of harassment, a permanent and continuous target. No incidents were reported in 2025 (page 91).
• Women to be 20% of the whole workforce and 40% of the Executive Leadership Team by the end of 2027, under the DEI roadmap (page 92). Women were 17% of personnel in 2025 and 25% of the Executive Leadership Team (pages 92, 94).

The engagement score comes from the pulse surveys, which Glaston says also measure how effective its actions are (page 93).

Reference: pages 93-95 (content index, page 59).

At the end of 2025 Glaston had 828 employees (878 in 2024), equal to 772 full-time equivalents (817 in 2024). Of the 828, 685 were men and 143 women. 681 were permanent and 147 fixed-term; 774 were full-time and 54 part-time (page 93). By country, Germany had 334 employees, Finland 203, China 166, the USA 49 and Switzerland 32; the report covers countries with nearly or more than 50 employees (page 94).

Employee turnover for permanent personnel was 11.7% in 2025 (82 leavers on an average of 700 permanent employees), against 9.0% in 2024 (66 on 730). It was 12.3% for men and 8.8% for women (page 93). Turnover is the number of leavers for any reason divided by average employees, for permanent staff only (page 95). Headcounts are year-end figures, and external workers are not included (page 95).

Reference: page 94 (content index, page 59).

Glaston reports collective bargaining coverage and social dialogue for the five countries with nearly or more than 50 employees (Germany, Finland, China, the USA and Switzerland), using coverage bands (page 94):

• Employees in the EEA covered by collective bargaining: Finland 80-100%, Germany 0-19%.
• Employees outside the EEA: Switzerland 80-100%, the USA and China 0-19%.
• Workplace representation (EEA only): Germany and Finland 80-100%.

The narrative gives the structures behind it. Finland has a co-operation committee and Germany and Switzerland have Workers Councils, covering all local employees. In China, Glaston has been a member of a local trade union since 2020, and the union represents all employees in the Tianjin region (pages 88-89). The People Policy gives all employees the right to join a trade union of their choice and to bargain collectively, and prohibits discrimination against employee representatives (page 88).

Reference: pages 92, 94 (content index, page 59).

Gender distribution of top management, defined as the Executive Leadership Team, was six men and two women in 2025 (75% and 25%), against three men and three women in 2024 (50% and 50%) (page 94). The Board had seven members, five men and two women (page 45). Women were 17% of all personnel in 2025 (page 92).

Age distribution of employees in 2025: under 30 years 12% (13% in 2024), 30-50 years 55% (55%), over 50 years 33% (32%) (page 94). Glaston's DEI roadmap targets women at 20% of the workforce and 40% of the Executive Leadership Team by the end of 2027 (page 92). Employees perceive the workplace as diverse according to the personnel survey (page 92).

Reference: page 88 (content index, page 59).

Glaston states it is committed to paying adequate wages for subsistence, documented in its Human Rights Policy and People Policy. To check this, it uses a global job evaluation and classification methodology from an international personnel consultancy, and compares wages in each pay grade with market wages at all sites every 1-3 years. The goal is for wages paid to be at least 80 per cent of the market median. Glaston also joins an annual pay level survey that compares base salaries with the market median to compute local salary indices (page 88). It commits to comply with local labor laws and to meet legal requirements on remuneration at all locations (page 88). The report does not give a percentage of employees paid below an adequate wage benchmark.

Reference: page 90 (content index, page 59).

Glaston reports that all employees at its main operating locations are covered by social protection against loss of income from major life events: illness, unemployment, occupational injury or disability, parental leave and retirement (page 90). It adheres at a minimum to the standards set by local legislation and practices for parental leave and other family-friendly programs, and offers these to all employees on an equal basis regardless of gender and other diversity factors (page 90).

Reference: pages 92-94 (content index, page 59).

Glaston reports one training metric: the share of employees who took part in regular performance and career development reviews, 85.6% in 2025 (77.1% in 2024). By gender it was 85.1% for men (75.3%) and 88.3% for women (85.7%) (page 94). In the narrative the figure is given as 86% of full-time employees (page 92). The measure covers all employees who started before April 30, 2025, excluding trainees, and counts those who have had a performance dialogue with set targets by that date (page 95).

Glaston says training hours are not collected at Group level; competence development is examined in the annual performance dialogues instead (page 93). Most competence development is interactive on-the-job learning, and all employees have access to an e-learning portal (page 92). The People Deep Dive process reviews skills needs and succession (page 92).

Reference: page 94 (content index, page 59).

In 2025 Glaston recorded 74 work-related accidents (97 in 2024), of which 9 resulted in lost time (9 in 2024). There were no fatal work-related accidents and no occupational diseases, in either year. The occupational accident frequency rate (LTIFR) was 5.8 (5.7). All employees are covered by an occupational health and safety system (100%) (page 94). The most typical accidents are minor cuts and scratches, and an occupational safety report goes monthly to the Executive Leadership Team (page 94).

The report describes LTIFR as lost time multiplied by one million and divided by total hours worked by employees, covering Glaston's own personnel and accidents with at least one day lost (page 95). The datapoint table points to page 94 for number of days lost to injuries, but the report gives no days-lost figure there (page 63). Glaston has not identified any specific occupational diseases linked to its operations (page 91).

Reference: page 94 (content index, page 59).

Glaston reports family-related leave. All 828 employees (100%) were entitled to family leave in 2025, the same share as in 2024 (878 employees). Eight women took family leave (5.6% of women, against 7 and 4.7% in 2024) and 34 men did (5.0% of men, against 29 and 4.0%) (page 94). The calculation counts the total headcount at year end, including non-active employees such as those on family leave (page 95).

The narrative says Glaston adheres at a minimum to local legislation on parental leave and family-friendly programs, offers them on an equal basis, and offers flexible work arrangements such as hybrid work, flexible working times and part-time work. Work-life balance is tracked through the regular pulse surveys (page 90).

Reference: page 95 (content index, page 59).

The unadjusted gender pay gap was 2.1% in 2025, up from 1.5% in 2024. The ratio of the highest-paid person's annual total earnings to the median annual total earnings of all other employees was 645%, against 658% in 2024 (page 95).

Method: the pay gap covers all employees in an active employment relationship and excludes seasonal workers and trainees, using pay figures for November 2025. The pay ratio uses basic wages, compensation and the value of fringe benefits for November 2025 multiplied by the number of payment months, plus incentives actually paid in the period, and excludes seasonal workers and trainees from the median (page 95). The report says it strives for no unjustified remuneration differences between genders and prepared in 2025 for the Pay Transparency Directive (page 93). It states no external expert verified the metrics (page 95).

Reference: pages 91, 95 (content index, page 59).

Glaston reports 0 cases of workplace harassment or discrimination in 2025, against 2 cases in 2024, and 0 reports to national contact points in both years. Based on the reported cases, it paid no fines or damages (page 95). The report says no harassment incidents were reported in 2025 against a permanent target of zero (page 91).

All reported incidents of discrimination and harassment are investigated, and appropriate measures are taken as necessary (page 91). Employees can report through their supervisor, HR, Group Legal or the anonymous whistleblowing channel (pages 46, 87). Glaston has not identified groups in its own workforce that are particularly at risk on human rights, and says it has not identified a material human rights risk for its own workforce (pages 56, 87, 89).

Reference: pages 96-97 (content index, page 59).

The material S4 topic is the personal safety of consumers and end-users, identified as a positive impact and a financial opportunity because Glaston's tempering and laminating technologies enable safety in the built environment (page 96). Glaston states that it has no separate policies on consumers and end-users, because its impact on them is indirect (page 97). Instead, promoting safety glass technologies is described as part of its strategy, business and product development (page 96). The EVP Solutions & Operations is in charge of the business (page 97).

Sales of glass tempering and laminating technologies and related services were EUR 65.7 million in 2025, 31.4% of Group net sales. Glaston develops these technologies with customers, property developers and developers of safety standards so that customers can meet regulated safety and energy efficiency requirements (pages 96-97). The S4-1 human rights datapoint is marked not material (page 64).

Reference: page 97 (content index, page 59).

Glaston states that it has not prepared action plans or set metrics directly focused on consumer and end-user safety, because the impacts are indirect (page 97). The activities that bear on the topic are business growth, increased efficiency and new services, and investment in technology and R&D. R&D expenses were 3.9% of net sales in 2025 (page 97), and 4.1% of net sales within the tempering and laminating businesses (page 96). Glaston says its positive impact on end-user safety grows indirectly through these actions, and it assesses the indirect impact through the net sales of the business and investment in it through R&D expenditure (page 97). The S4-4 human rights datapoint is marked not material (page 64).

Reference: page 97 (content index, page 59).

Glaston states it has not set targets directly focused on consumer and end-user safety, because the impacts are indirect (page 97). The company's goals for the area are business growth, increased efficiency and new services, in line with the Group's overall growth target. Growth is pursued in the tempering and laminating businesses by introducing automated, energy-efficient and material-efficient technologies and by investing in the service business (page 96). The measures it uses to follow the indirect impact are the net sales of the tempering and laminating business (EUR 65.7 million, 31.4% of Group net sales in 2025) and the R&D expenditure behind it (pages 96-97).