Groupe Seb France Sas

The role of the administrative, management and supervisory bodies

Reference: pages 135-136. Board composition and diversity details are incorporated by reference to chapter 3 of the same document, sections 3.3 and 3.4 (page 135).

The Chair and CEO roles are separate. A General Management Committee runs the ESG strategy and CSRD implementation, supported by an ESG Steering Committee that reports on progress against targets (page 135).

Three Board committees carry sustainability duties (page 135):

• Audit and Compliance Committee: reviews the draft sustainability statement and the anti-corruption and fraud measures. Met five times in 2025.
• Governance and Remuneration Committee: sets sustainability-linked pay incentives. Met three times.
• Strategic and CSR Committee (created July 2022): reviews CSR policy, objectives and results and monitors the IROs. Met three times.

Both the Audit and Compliance Committee and the Strategic and CSR Committee reviewed every material IRO (page 135). Board members were trained on CSRD in Q1 2024. No new training was given in 2025, because the company saw no significant regulatory change (page 136).

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

Reference: page 136 (see also pages 135 and 147).

The bodies learn about all impacts, risks and opportunities once a year, through a presentation to the Audit Committee and the Audit Committee Chair's report to the Board (page 136). The GOV-2 section itself is a single sentence.

More detail sits under GOV-1: the Audit and Compliance Committee and the Strategic and CSR Committee each reviewed the full set of material IROs, the latter when the 2024-2030 ESG ambition was defined (page 135). The IRO-1 section adds that Executive Management approved the double materiality results and the Audit and Compliance Committee validated them (page 147).

Integration of sustainability-related performance in incentive schemes

Reference: page 137.

Sustainability has been part of executive pay since 2019. It is 15% of short-term variable remuneration for executive officers, split over four objectives (page 137):

• energy consumption at production sites, kWh per unit produced: 2.5%
• scope 1 and 2 GHG emissions, absolute tCO2e against 2021: 2.5%
• lost time injury rate: 5%
• ethical, social and environmental compliance of subsidiaries in high-risk countries (Intertek audits): 5%

Since 2024, three-year long-term plans also carry sustainability criteria worth 20% of the plan: GHG reduction on scopes 1 and 2 (5%), share of recycled materials in materials and packaging (10%) and women in key posts (5%).

On climate, 5% of the short-term plan is climate-related. In the long-term plan the carbon target (5%) and the recycled materials target (10%, which the company ties to the carbon footprint of purchased goods) are the climate links (page 137).

Statement on due diligence

Reference: page 137. The separate Vigilance Plan is in section 4.6, pages 246-258.

The statement is a cross-reference table, not a narrative. It points readers to the sections that describe the core due diligence elements: 4.1.2.1 (governance), 4.1.2.5 (risk management and internal controls), 4.1.3.1 (strategy and value chain), 4.1.3.2 (stakeholders), 4.1.3.3 (material IROs) and the Vigilance Plan reference table at 4.6.6 (page 137).

Groupe SEB also publishes a Vigilance Plan under the French duty of vigilance law of 28 March 2017. It covers risks of serious harm to human rights, health and safety and the environment across the Group, its subcontractors and its suppliers, and the 2025 edition is the eighth consecutive year (page 246).

Risk management and internal controls over sustainability reporting

Reference: pages 137-138 (see also page 132).

The Group has reported on social, employment and environmental performance since 2002. It runs a set of monitoring metrics and reporting procedures set out in an internal document, "Reporting process for CSR steering indicators" (page 137). Risks are covered in chapter 2 of the document, and the double materiality assessment adds to that risk process.

CSRD-specific internal controls started with FY2024 and were strengthened in 2025 (page 138). They aim to:

• confirm ESG data points are complete and accurate, using an internal map of all ESG metrics
• confirm the double materiality assessment was done, documented, updated and reviewed in the right bodies
• check data from the ESG reporting tools
• involve finance in checking some environmental data tied to financial data (electricity, water, gas)

The basis-for-preparation section says the internal control system is still being adapted and will be strengthened as experience builds (page 132).

Strategy, business model and value chain

Reference: pages 138-141. The revenue breakdown by significant ESRS sector (SBM-1 40b, c) is under the phase-in relief (pages 134-135).

Groupe SEB leads in small domestic equipment (small domestic appliances, cookware, utensils), has been in the professional market since 2016 and is the world leader in professional coffee machines, excluding vending (page 138). It sells in nine consumer product families. Of its employees, about 20% are in France, 13% in Germany and 33% in China (page 138).

Value chain (page 139): more than 25,000 Tier 1 suppliers, mostly in Europe and Asia; 47 industrial sites in 14 countries; more than 2,000 customers and retailers across large stores, specialists, e-commerce and own stores. Of total value chain GHG emissions, 15% sit upstream, 1% in own operations and 84% downstream, mainly product use.

The 2024-2030 ESG ambition, unveiled 12 December 2024, has four pillars: act for nature, lead in the circular economy, act for all, and act responsibly and ethically (pages 140-141).

Interests and views of stakeholders

Reference: pages 141-142 (workforce, value chain workers and consumers are covered under S1, S2 and S4: pages 201, 221, 228).

The Group identified 10 stakeholder categories and tailors its communication to each. A table gives the preferred channels and purpose for groups that include employees and their representatives, consumers and end-users, suppliers and subcontractors, customers and distributors, public authorities, shareholders, financial and non-financial bodies, professional associations and civil society (page 141).

For the double materiality assessment, the Group consulted two groups in 2025: staff representatives through the France Group Works Council, and a distributor, in a first consultation on its sustainability matters. The consultations did not change the material issues (page 142).

External stakeholders were reflected indirectly through the ENCORE and SHDB databases (page 142). The Group registers its interactions with public authorities in the French HATVP register and the EU Transparency Register (page 142).

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

Reference: pages 142-145.

The double materiality assessment found 35 material IROs, listed in one table with value chain position, link to strategy or activities, and time horizon (page 142). Counting the table rows by topic gives E1 4, E2 3, E3 2, E5 10, S1 6, S2 3, S4 4 and G1 3. No biodiversity (E4) or affected communities (S3) IRO appears. Time horizons are medium term or medium to long term (pages 142-145).

Largest groups: E5 circular economy (10 rows, four of them opportunities, including repairability, second-hand sales and a cookware collection channel) and S1 own workforce (six rows, covering working conditions, health and safety, equal treatment, human capital development and fundamental rights) (pages 143-144).

The company names five main gross risks bearing on resilience: climate change adaptation, product quality and consumer safety, compliance, health and safety, and human capital development. They are monitored through risk management governance (page 145). The company states all IROs relate to all of its activities.

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

Reference: pages 146-147.

The Group ran its double materiality assessment in 2023-2024 with an external consultant and fed in its main risk selection and its duty of vigilance risk map (page 146). It covered all business units, all plants and the value chain.

Three stages: identification of impacts and risks, rating in workshops with challenge and validation, and consolidation of ratings (page 146). Impacts were scored on frequency, scope, scale and irremediable character (the last two together), plus probability for potential impacts. Risks and opportunities were scored on severity and frequency. Each variable used a 1 to 4 scale, combined into a final 1 to 4 score (pages 146-147). Matters were rated at gross level, before any action plan (page 146).

Own-operations environmental ratings were weighted by business unit revenue and social ratings by headcount (page 147). Sources included risk maps, the ENCORE database, sector benchmarks and internal experts (page 146).

Executive Management approved the results and the Audit and Compliance Committee validated them (page 147). A 2025 review by interviews changed no IROs. The DMA is updated every three years, and an update is planned for 2026 (pages 146, 156).

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

Reference: pages 147-153.

The index (pages 147-149) lists the disclosure requirements covered, with the section number where each sits, not a page number. It covers ESRS 2 and eight topical standards: E1 (E1-1 to E1-8), E2 (E2-1 to E2-5), E3 (E3-1 to E3-4), E5 (E5-1 to E5-5), S1 (S1-1 to S1-17), S2 (S2-1 to S2-5), S4 (S4-1 to S4-5) and G1 (G1-1, G1-3, G1-4).

Not in the index: E4 and S3 entirely; E1-9, E2-6, E3-5 and E5-6, which the company covers with the phase-in relief (pages 134-135); and G1-2, G1-5 and G1-6. The datapoint table of other EU legislation (pages 149-153) marks the E4 and S3 datapoints "Not material" and refers the E1-9 datapoints to the phased approach (pages 151-153). The company states it applied the index to match the material IROs from the double materiality assessment (page 147).

Transition plan for climate change mitigation

Reference: pages 156-159.

Targets (pages 156, 164): validated by the SBTi in 2024. By 2030, scope 1 and 2 down 42% and scope 3 (purchased goods and services, upstream transport, direct use of sold products) down 25%, both against 2021. Net zero by 2050, with scopes 1 to 3 down 90% and the residual neutralized. Targets are gross: no removals or credits.

Levers (pages 157-158): eco-production (site energy efficiency, renewables), eco-design (product efficiency, recycled materials), eco-logistics and responsible purchasing, including a program for 500 strategic suppliers. Lever contributions are shown in a chart. Assumptions use the IEA Announced Pledges Scenario for electricity mixes (page 157).

Status (page 159): approved in April 2024 by the Executive Committee, then the Strategic and CSR Committee and the Board, and built into the 2024-2027 internal plan. In 2025, scope 1 and 2 were 23.0% below 2021 and scope 3 8.9% below.

Gaps (page 159): costs are expected to stay within annual budgets, with no investment figure given. Locked-in emissions were estimated and judged not material, with no number shown. The Group is not excluded from the EU Paris Agreement benchmarks. The company notes there is no consensus on 1.5°C-compatible pathways (pages 156-157).

Identification of climate-related risks and scenario analysis

Back-filled from ESRS 2 SBM-3 (section 4.2.1.2) and the climate IRO-1 section, where this content is disclosed in the FY2025 report (pages 154-156). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

The published analysis is the 2021 climate study, carried out with an external consulting firm (page 154). It covers all entities and the upstream and downstream value chain except the latest acquisitions, 98% of 2025 revenue. Transition risks and opportunities run to 2030 and physical risks to 2050 (page 155).

Method (pages 154-155): interviews and document review found 18 climate-related risks, rated on financial and strategic impact, time horizon, probability and management capacity. Three main risks and one opportunity were then quantified under different scenarios.

Scenarios (page 155): two IEA World Energy Outlook 2021 pathways, a business-as-usual 4°C case (used for physical risk) and a 2°C Paris case (used for transition risk). The study names no 1.5°C scenario. An update with 1.5°C-compatible transition scenarios and a 2050 multi-horizon view began in 2025 and is due in 2026 (page 156).

Resilience in relation to climate change

Back-filled from ESRS 2 SBM-3, where this content is disclosed in the FY2025 report (pages 154-156, with the resilience summary at page 145). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Conclusions of the 2021 study, confirmed by the 2023 DMA (page 154): one negative impact (value chain GHG emissions), two main risks (production shutdown from water stress; higher raw material, energy and maritime carbon costs) and one opportunity (shifting demand, for example fans and low-energy products).

Response (pages 155-156): GHG impacts go through the transition plan. Water stress goes through the eco-production policy, with 2030 water targets and priority sites (three exposed now, six by 2030). Cost risks go through eco-design, recycled materials, eco-logistics and a supplier program launched in 2025. The costs are included in budget forecasts.

Uncertainty and timing (page 156): the study was not refreshed in 2025. A new study is under way for 2026, so its results and the financial quantification are not in this report. Any change to climate IRO ratings would feed the DMA update planned for 2026.

Policies related to climate change mitigation and adaptation

Reference: pages 159-161 (mitigation), page 170 (adaptation).

Four cross-functional policies cover mitigation (page 159):

• Eco-production: scopes 1 and 2, about 1% of 2025 emissions. Energy savings and more renewable energy, steered by a Low Carbon Steering Committee led by Industrial Operations (pages 159-160).
• Eco-design: scope 3.11 use of sold products (84.2% of 2025 emissions) and scope 3.1 purchases (14.0%). Better product energy efficiency and more recycled content (page 160).
• Eco-logistics: scope 3.4, about 1% of emissions. Shorter routes, fuller loads, rail and river transport, alternative fuels (page 161).
• Responsible purchasing: the Responsible Purchasing Charter asks suppliers to adopt science-based decarbonization targets (page 160).

For adaptation, two policies apply: eco-production, which cuts water use at sites exposed to water stress, and eco-design, which reduces exposure to raw material and energy price swings (page 170).

The Supply Chain department owns eco-logistics, and the Environment-Industrial Operations Manager coordinates eco-production (pages 160-161).

Actions and resources in relation to climate change policies

Reference: pages 160-164 (mitigation), page 170 (adaptation).

Sites, scopes 1 and 2 (pages 161-162): a decarbonization investment plan has run since late 2022. Energy audits every four years, and a monitoring tool that covers 77% of consumption (90% by 2027). Replacing injection molding machines, half the energy use at small appliance plants, with models saving up to 75%, to reach 25% replaced by 2027. Nine sites have solar or biomass installations and three more are being fitted.

Purchases, scope 3.1 (pages 162-163): recycled or low-impact materials reached 52% in 2025 (60% target for 2030), and a program for 500 strategic suppliers, about 80% of scope 3.1 emissions, launched in 2025.

Transport, scope 3.4 (page 163): better pallet and container loading, river and rail, alternative fuels.

Product use, scope 3.11 (pages 163-164): efficiency work on 15 priority product families, over 70% of direct-use emissions, and eco-mode features.

Adaptation (page 170): site water-use cuts and a 2025 update of the physical risk study. No climate-specific CapEx or OpEx total is given in these sections.

Targets related to climate change mitigation and adaptation

Reference: pages 164-165 (mitigation), page 171 (adaptation).

All mitigation targets are absolute, use a 2021 base year and are validated by the SBTi as consistent with 1.5°C (page 164):

• 2030: scope 1 and 2 down 42%; scope 3 down 25% for categories 3.1, 3.4 and 3.11 direct use.
• 2050: net zero, with scopes 1 to 3 down 90% and the residual neutralized.

Scope 2 in the targets is location-based. The scope 3 targets cover 98.3% of 2025 scope 3 emissions excluding indirect use of sold products. Targets are gross, with no credits, removals or avoided emissions (page 165).

Progress, 2025 against 2021 (page 165): scopes 1 and 2 down 23%; scope 3 within the target scope down 9%; total down 9%.

Adaptation (page 171): the Group has set no quantitative adaptation targets. It monitors water consumption and site action plans instead, and will consider targets after the climate study update, due in 2026.

Energy consumption and mix

Reference: pages 165-166; methodology at page 197.

Total energy consumption was 648,604 MWh in 2025, down from 679,256 MWh in 2024 and above the 641,093 MWh of 2023 (page 166).

2025 mix (page 166): fossil sources 447,917 MWh (69%), nuclear 59,071 MWh (9%) and renewable 141,616 MWh (22%). Renewables were 21% in 2024 and 19% in 2023. Natural gas was the largest single fuel at 257,378 MWh. Purchased renewable electricity was 125,600 MWh and self-generated renewable energy 14,167 MWh.

Energy intensity was 79 MWh per €m of net revenue (82 in 2024), down 3%. The Group treats all its activity as being in high climate impact sectors (NACE section C, manufacturing), so intensity is shown against total net revenue of €8,169 million (page 166).

The data covers the 50 sites in the eco-production scope (page 196). Purchased renewable energy is backed by certificates of origin (page 197).

Gross Scopes 1, 2, 3 and Total GHG emissions

Reference: pages 167-170; methodology at pages 197-199.

Total GHG emissions were about 32.0 million tCO2e in 2025 (location-based 32,003,075 t; market-based 32,007,148 t), down 1.6% on 2024 and 9.2% on 2021 (page 168).

• Scope 1: 54,982 t, down 6.5% year on year.
• Scope 2: 144,913 t location-based and 148,986 t market-based.
• Scope 3: 31,803,179 t, about 99% of the total. Use of sold products (category 11) is 26,645,482 t and purchased goods and services (category 1) is 4,429,632 t, down 12.0% as recycled content rose. Upstream transport (category 4) is 278,569 t.

Intensity was 3,918 tCO2e per €m of revenue (page 170).

Restatement (pages 167, 199): the Group changed its scope 3.11 method in 2025, with use periods of up to 10 years and consumer-study usage scenarios. Against the 2024 statement this raised the 2021 baseline by 18.8 MtCO2e and 2024 by 18.1 MtCO2e. Biogenic emissions are not shown separately, because biomass is 0.2% of energy use (page 167).

GHG removals and GHG mitigation projects financed through carbon credits

Reference: page 170 (see also page 162).

The index lists E1-7 at section 4.2.1.3.5 (page 148), and the section gives a nil return: not applicable, because the Group used no carbon credits in 2025 (page 170). No removals are reported.

Context (page 162): the net-zero target relies on a 90% cut and then neutralization of the residual. A 2022 study identified ecosystem restoration projects for that purpose. The one launched so far is a 16-hectare reforestation in Burgundy with a regional forestry cooperative, with more than 19,000 trees planted between November 2022 and March 2023 and certified under the French Low Carbon Label. The report gives no volume for it, and states that the 2030 and 2050 reduction targets are gross (page 165).

Internal carbon pricing

Reference: page 170 (index row at page 148).

The index lists E1-8 at section 4.2.1.3.5, and the section gives a nil return: not applicable, because the Group used no internal carbon pricing in 2025 (page 170).

Carbon price exposure is treated as a risk instead. One of the material IROs is the transition risk of higher raw material, energy and carbon prices for maritime transport and raw materials (pages 142, 155). The company says the costs of these risks are included in budget forecasting and financial reporting tools (page 156).

Policies related to pollution

Reference: pages 172-174 (pollution and substances of concern).

Upstream (page 172): the Responsible Purchasing Charter, first drafted in 2012, requires suppliers to identify, monitor and treat discharges to air, water and soil. The target is a 100% signing rate by 2030 for direct purchases and finished products. The eco-design policy also reduces pollution by cutting virgin material extraction.

Own operations (pages 172-173): the eco-production policy has a pollution prevention pillar aiming at no major environmental accident and lower emissions of priority pollutants (VOCs, COD/BOD, heavy metals, nitrates, phosphates) and emerging ones, mainly PFAS. It runs through ISO 14001 and internal standards on risk assessment and emergency response. The Group operates 16 industrial water treatment plants.

Substances of concern (pages 173-174): suppliers must follow the Group's hazardous substance rules and chemical regulations (REACH, POPs, RoHS) through an eco-statement. Internal policies have banned cadmium and lead in kitchen utensil coatings since 1994, with one stated exception for certain red external coatings of the Silit-WMF brand. PFOA left suppliers' processes in Europe in 2012, and silicone molds were phased out from the end of 2023.

Actions and resources related to pollution

Reference: pages 172-176.

Own operations (pages 172-173): each industrial site draws up a monitoring and action plan from its environmental risk analysis and applies best available techniques to discharges to air and water. Priority pollutants are monitored at all sites with discharges, and surface treatment and coating sites are under strict PFAS control. In France the Group joins PFAS analysis campaigns under the decree of 20 June 2023, and at Rumilly it works with the regional environment authority (DREAL) on controls of water, air and sludge (page 173). Site CapEx and OpEx can be significant locally and are not material at Group level (page 173).

Substances (pages 174-176): in 2025 the Group mapped the substances used in its products and named three priority substances: PFAS, lead and cadmium (page 175). A regulatory monitoring committee and PFAS working groups are in place, suppliers get a "substance risk" rating from 2025 (page 175), and the annual data campaign reached 572 direct suppliers (page 176). The report states the PTFE in its products meets current regulations (page 175).

Upstream (page 172): recycled material sourcing (E5) and the supplier Charter (S2).

Targets related to pollution

Reference: pages 173, 175.

Own operations (page 173): keep 100% of ISO 14001-certified sites each year, excluding new acquisitions (met in 2025); comply every year with internal pollution prevention standards; zero major environmental incidents on industrial sites (met in 2025); stop phytosanitary products at all sites by 2025 (90% of the scope had stopped); keep cutting emissions of priority and emerging pollutants. Quantified air and water targets are set at site level, not Group level.

Upstream (page 173): a 100% Responsible Purchasing Charter signing rate by 2030 for direct purchases and finished products.

Substances of concern (page 175): the Group aims to cut the share of products containing priority substances by 2030 against 2025, but says it has no reduction target yet. It cites limited data on SVHC concentrations in purchased materials and cannot set a time horizon.

The targets were set internally, with no process involving stakeholders or scientific organizations (page 173).

Pollution of air, water and soil

Reference: page 176; methodology pages 199-200.

The Group does not track emissions pollutant by pollutant at consolidated level. It reports two sector metrics (page 176): NMVOC air emissions in tonnes above emission limit values, and chemical oxygen demand in emissions to water, in tonnes. The table on page 176 gives 2025 and 2024 figures.

NMVOC comes mostly from cookware coating, at the Rumilly site (Industrial Emissions Directive) and the Supor sites in Wuhan and Yuhuan, and only releases above the applicable limit values are counted. In 2025 the NMVOC scope widened from the European IED sites to other sites worldwide (pages 176, 200). COD covers 16 sites with industrial water treatment plants (page 200).

The Group reports that no event created a soil pollution risk in 2025 and that there were no major leakages or losses of hazardous material (page 176). Soil is monitored through accident reporting, due diligence on acquisitions and authority requirements at closure. These metrics are centralized for the European scope only so far (page 176).

Substances of concern and substances of very high concern

Reference: pages 176-177; methodology page 200.

The index lists E2-5 at section 4.2.2.4.2 (page 148). The report gives no quantities for the substances metrics and says the Group is unable to quantify them (page 176).

Reason given: suppliers do not systematically disclose the concentration of SVHC traces in materials and articles, and the Group cannot give a time horizon for overcoming this (page 176). Since 2022 it has worked with a regulatory data partner. Collection covers direct purchases of sites in France, Canonsburg (US), Omegna (Italy) and Emsdetten (Germany) plus SEB Asia, Supor suppliers separately, and WMF locally. The 2025 campaign reached 572 direct suppliers, up from 413 (page 176).

For the rows on amounts generated, used, procured or leaving as products or emissions, the comments column says the Group seeks to comply with all rules, gets presence information from suppliers, notifies SVHC in articles to the SCIP database and controls emissions to water and air at its sites. It states its products and components are articles or mixtures under REACH, not substances of concern (page 177).

Policies related to water and marine resources

Reference: pages 178-179.

Own operations (pages 178-179): the eco-production policy sets out measures to cut water withdrawals at plants, logistics and tertiary sites, through the 3Rs (reduce, re-use, recycle), better monitoring and a water footprint assessment. It supports the Act for nature pillar commitment to safeguard water resources at high-risk sites. Surface and heat treatment and related utilities are about 90% of withdrawals, and about 10% of water withdrawn comes from the natural environment.

Water stress (pages 178-179): since 2015 the Group has crossed site locations with the WRI Aqueduct tool. It currently finds three sites at risk (Montebello, US; Geislingen, Germany; Borg el Arab, Egypt) and six priority sites looking to 2030 (adding Selongey, Rumilly and Pont-Évêque in France). Sites in water-stressed areas account for 8.5% of own-operations water consumption, and the policy sets minimum 25% reduction targets and water efficiency plans for them (page 179).

Upstream (page 178): eco-design, which favors recycled aluminum and steel for their smaller water footprint, and the Responsible Purchasing Charter.

Actions and resources related to water and marine resources

Reference: pages 179-180.

Own operations (page 179): action plans target the heaviest water users, such as surface treatment, cooling and washing, at cookware sites that account for 90% of withdrawals. Measures include leak detection and alerts (planned 2025-2026), replacing equipment such as washing tunnels at Selongey and Omegna, which cut withdrawals in those processes by up to 70%, closed-loop cooling and process-to-process reuse. Withdrawals at the priority sites fell 43% between 2021 and 2025.

Water efficiency plans exist at Rumilly, Pont-Évêque and Selongey, and one was implemented at Borg el Arab in October 2025. Montebello uses no industrial water. The Group has no centralized CapEx or OpEx figure for water management (page 179).

2025 site actions (page 180): measurement systems and reuse at Shaoxing, reworked cleaning on spray lines at Hangzhou, usage controls at Yuhuan, and an evapo-concentrator at Selongey that can recover up to 97% of treated water, with a second phase in 2026.

Upstream (page 179): recycled materials sourcing, supported by a 2025 upstream water footprint study. Downstream (page 180): products designed to cut water use during use and cleaning.

Targets related to water and marine resources

Reference: page 180.

Own operations (voluntary targets):

• reduce absolute water withdrawals by 25% by 2030 against 2021. The Group reached 27% in 2025.
• reach 100% closed loops by 2030 on cooling systems not used for energy production. The Group is mapping its cooling systems and tracks the target at a quarterly steering committee.

Site targets are set each year by site priority, for example sites in water-stressed areas or the top 10 withdrawal contributors. The targets rest on internal knowledge and studies, and have not been formally consulted with external stakeholders.

Upstream: 60% recycled materials in products by 2030 (52% in 2025) and 100% of purchases of raw materials and manufactured products covered by the Responsible Purchasing Charter by 2030 (86% of direct purchases and 91% of finished products in 2025).

Next steps: a water footprint measurement to start in 2026 and minimum requirements for measuring and managing water across sites, to allow more detailed reporting.

Water consumption

Reference: pages 180-181; methodology page 199.

Water figures cover the eco-production scope and are in thousands of m3 (page 181):

• Withdrawals: 2,301 in 2025, against 2,654 in 2024 and 2,495 in 2023 (down 13.3% year on year).
• Discharges: 1,577 in 2025 (1,700 in 2024).
• Consumption (withdrawals minus discharges): 724 in 2025, against 953 in 2024 and 1,049 in 2023, down 24.1%.
• Water intensity: 89 m3 per €m of revenue in 2025, from 115 in 2024.

Withdrawals were 27.4% below 2021 against the 25% target for 2030. Sites in areas of water risk account for 8.5% of consumption (page 179).

Reused and recycled water was collected for the first time in 2025, but the company does not publish it, because the calculation methods are complex and the consolidated application is still being made dependable (pages 181, 199). Total water stored is given for 2025 only.

Policies related to resource use and circular economy

Reference: pages 183-184 (eco-design, second-hand), 186-187 (waste).

Eco-design policy for products and packaging (page 183): covers the whole Group scope, under the Senior Executive Vice-President, Products and Innovation. Commitments: products repairable for 15 years at a fair price (more than 90% of consumer electrical appliances excluding Supor), more recyclable products and packaging, a 60% recycled raw material share by 2030, eco-packaging criteria and better energy efficiency. The 15-year commitment and eco-packaging policy do not apply to Supor in China.

Second-hand policy (pages 183-184): a target of 3% to 5% of small domestic appliance revenue in Western Europe by 2030, from under 1% in 2023. It uses no third-party standard and involved no stakeholder consultation (page 183). Refurbished products have been on brand sites since May 2025 (page 184).

Waste policies (pages 186-187): an industrial waste policy (10% less waste and 90% recovery of non-hazardous waste by 2030 against 2021, under the Act4Nature commitment) and a downstream policy on recyclability and eco-packaging led by Products and Innovation. "Recyclable" follows ISO 14021 and, where applicable, EN 45555.

Actions and resources related to resource use and circular economy

Reference: pages 184-185 (eco-design, repair, recycled content), 187-188 (waste).

Eco-design (page 184): life cycle analyses cover more than 60% of sales. Eco-design criteria have been assessed in every product development process since 2023, with training modules for design teams, including two days with Supor teams in 2025. The ECOdesign label created in 2021 stops being used in 2026 because its current use no longer meets regulations.

Repair and second life (pages 184-185): 200 repairers in France and 6,200 repair centers worldwide, and a flat-rate repair package in France since 2020. A refurbishing center opened at Is-sur-Tille in early 2025 after a €1.5 million investment, with 65 references online by April 2025 at 20% to 30% below new prices.

Virgin material use (page 185): action plans for 65% recycled aluminum and up to 80% recycled stainless steel by 2030, and an in-house tool for substituting virgin plastic. The report says these plans carry no material OpEx or CapEx.

Waste (page 187): reuse loops for component packaging and pallets, scrap rework, a Tefal collection scheme for used cookware (nearly 170,000 items in 2025) and a partnership with the eco-organization Ecosystem.

Targets related to resource use and circular economy

Reference: pages 185 (eco-design), 188-189 (waste, recyclability, packaging).

All targets run to 2030. Stakeholders were not systematically involved in setting them (pages 185, 188).

Upstream, recycled share by weight (page 185): total 52% in 2025 against a 60% target (47% in 2024); aluminum 51% against 65%; plastic 7% against 20%; cardboard 94% against more than 90%.

Downstream (pages 185, 188-189): more than 90% of consumer electrical appliances repairable for 15 years (91% in 2025); second-hand revenue of 3% to 5% in target regions (under 1% in 2025); recyclability of 85% for small domestic appliances (82% in 2025); and eco-packaging goals on recycled fibers, expanded polystyrene and plastic sub-packaging.

Own operations (page 188): waste down 10% against 2021 (a 12.6% reduction in 2025) and 90% recovery of non-hazardous waste excluding metal (83.1% in 2025).

The methodology note covers key assumptions and data sources (page 188).

Resource inflows

Reference: page 189; scope notes at page 201.

The main material inflows are metals (aluminum, steel), plastics and packaging. Rare earths are not part of the manufacturing process (page 189).

Total raw materials were 386,193 tonnes in 2025, of which 200,057 tonnes, 52%, were recycled, up from 47% in 2024, 45% in 2023 and 34% in 2021 (page 189). The rise came mainly from aluminum. Recycled shares in 2025 were 51% for aluminum (41% in 2024), 7% for plastics and 94% for cardboard (page 185).

Finished products bought weighed 363,263 tonnes in 2025. The Group cannot measure the recycling rate for all materials in them, but says recycled content in packaging for SEB Asia finished products, about 10% of that weight, is over 70% (page 189).

Coverage limits (page 201): mass data covers purchasing families worth about 55% of direct purchasing spend. About 30% of direct purchases, mainly electronic boards, lack usable weight data, and about 15% have incomplete weight data. Supplier certificates or declarations back recycled quantities.

Resource outflows

Reference: pages 189-190, with the waste table in the entry below (index row at page 148).

The Group says its eco-design policy covers all product families. Product life is judged against an internal quality standard that sets requirements by product type, brand and price, with periods up to 10 years in most cases (page 189).

Small domestic appliances (page 190): over 90% of products excluding Supor are covered by the 15-year repair commitment at a fair price, with 6,200 repairers worldwide. Average recyclable content is about 82%, against an 85% target for 2030.

Cookware and utensils (page 190): a 15-year repairability warranty on pressure cookers, a 10-year breakage warranty on knives, and recyclable content above 80% on representative products.

Professional coffee machines (page 190): spare parts guaranteed for eight years after the last series production, and about 90% recyclable content on one representative model (WMF 1500S+).

Packaging recyclability was 97% in 2025 (page 188). The auditors drew attention to the Group's limits in consolidating repairability, product recycling and eco-packaging data (page 244).

Waste

Reference: pages 190-191.

Waste data covers ISO 14001-certified entities. Total waste was 57,847 tonnes in 2025, against 57,616 in 2024 (page 190).

• Non-hazardous waste diverted from disposal: 44,568 tonnes (1,663 prepared for reuse, 40,692 recycled, 2,212 other recovery), against 45,068 in 2024.
• Hazardous waste sent to recovery: 3,509 tonnes (2,464 in 2024).
• Disposed non-hazardous waste: 6,548 tonnes, 3,091 incinerated and 3,457 landfilled.
• Disposed hazardous waste: 2,412 tonnes, 1,931 incinerated and 481 landfilled.
• Non-recycled waste: 12,439 tonnes, 21.5% of the total (21.4% in 2024). Radioactive waste: zero.

In 2025, 83.1% of non-hazardous waste excluding metal was recovered through material or energy recovery, against a 90% target for 2030 (page 190).

Non-hazardous waste is cardboard, wood, plastics, metals and other; hazardous waste is WEEE, oil, sludge and other. Data comes from site waste registers and treatment-contractor weighing (page 191).

Policies related to own workforce

Reference: pages 205-207 (human rights, social dialogue), 210-211 (quality of life, health and safety), 214-215 (diversity), 217 (skills), 219 (human rights policies).

The Code of Ethics (since 2012, 18 key subjects, 11 languages) is the Group-wide policy covering all material negative impacts on the own workforce. It draws on the UN Guiding Principles, the ILO fundamental conventions and the OECD Guidelines, and the Group has been a UN Global Compact signatory (page 205). A Compliance Committee monitors it.

Topic policies sit under it:

• Social dialogue and protection: freedom of association everywhere, the WeCare@Seb social protection floor since 2018 and a pay policy (pages 206-207).
• Quality of life: a French agreement on quality of life and working conditions, signed 9 July 2025 for three years (page 210).
• Health and safety: global standards in English, French and Chinese, ISO 45001 at all plants and logistics sites, and the Safety in SEB and Health in Seb programs (pages 210-211).
• Diversity, equality and inclusion: three pillars, gender, disability and generations (page 215).
• Skills: a three-year French job and career path agreement (page 217).

Taking action on material impacts on own workforce

Reference: pages 207-208 (pay and benefits), 211-212 (health and safety), 215-216 (diversity), 217-218 (skills), 219-220 (human rights).

Health and safety (pages 211-212): the average annual prevention and improvement budget exceeds €5 million. The Shared Vigilance culture program began in 2022 and reached Brazil and Colombia in 2025. "Mega risk" standards cover forklift traffic, machine access and work at height. 24 internal auditors were trained to audit the three ISO standards, and France has 35 specialists on musculoskeletal disorders. Lost-time accidents are down 60% since 2019 (page 211).

Human rights (page 219): the Code of Ethics e-learning has been taken by more than 80% of employees, and Intertek audits plants in risk countries about every three years. Four sites were audited in 2025, with an average score of 92%.

Diversity (pages 215-216): inclusive management training taken by more than 80% of managers, a 100% female mentoring program launched in 2025 and country engagement on gender, disability and generations.

Skills (pages 217-218): individual development plans, a graduate program, mentoring and annual HR reviews.

Pay (pages 207-208): an adequate wage analysis covering 80% of the workforce, with no pay adjustments yet.

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

Reference: pages 208, 210, 212, 216, 218, 220.

Own workforce targets, with 2025 results where reported:

• Collective bargaining coverage: above 42% of employees; 43% in 2025 (page 208).
• Social protection: 100% of employees under the global social protection framework; all permanent employees are covered by WeCare@Seb (page 208).
• Safety: lost time injury rate below 0.5 by 2030; 0.76 in 2025, from 0.81 (page 212).
• Women in key positions: 32% by 2030; 28.9% in 2025 (page 216).
• People with disabilities: 3% by 2030; 2.6% in 2025 (page 216).
• Inclusive management training: more than 90% of team managers; over 80% trained (page 216).
• Training: 20 hours of active training per employee a year; 16.7 reported for 2025 (page 218). A minimum of 95% of employees with a regular appraisal; 95.3% in 2025 (page 218).
• Alerts: 100% processed (page 220).
• Work-life balance: keep raising the share of positive answers in the Great Place to Work survey (page 210).

Targets are discussed with the Executive Committee and tracked each year with employee representatives (page 216).

Characteristics of the undertaking's employees

Reference: pages 203-204 (workforce overview at page 201).

The Group had 31,856 employees at 31 December 2025, 1.2% fewer than in 2024 (page 203). By region (page 204): France 6,499, other EMEA countries 10,178, Americas 2,851 and Asia 12,328. China holds 10,380 (33%) and Germany 4,236 (13%) (page 203).

By sex (page 203): 17,511 male, 13,175 female, 1 other and 1,169 not reported. The last group is employees of non-consolidated companies, for which the HR systems hold no data on sex. Women are 43% of the workforce.

Contracts and hours (page 204): the table shows 23,535 permanent employees and 7,094 on fixed-term contracts or internships, excluding non-consolidated companies. The high temporary count comes mainly from Supor in China. 28,031 work full time and 2,656 part time.

Turnover for permanent employees was 13.9% in 2025 on the scope excluding Supor and non-consolidated companies, with 2,666 departures. Staff costs were €1,499 million, down from €1,522 million (page 203).

Characteristics of non-employees in the undertaking's own workforce

Reference: pages 201, 204.

At 31 December 2025 the Group had 5,287 non-employees in its own workforce, mainly temporary workers (page 201). By region (page 204): Asia 3,427 (65%), Americas 780, France 586 and other EMEA countries 494.

The Group counted both employees and non-employees (temporary workers) in the double materiality assessment (page 201). Its health and safety policy covers internal and external employees, and its safety statistics include temporary staff (pages 210, 214). Workers on Group sites who are not on its staff, such as IT, security, cleaning and maintenance contractors, are covered by the same health and safety and human rights protections and are left out of the scope of the S2 section (page 221).

Collective bargaining coverage and social dialogue

Reference: pages 207-208, 235 (methodology).

43% of employees were covered by a collective bargaining agreement at 31 December 2025, up from 40% in 2024 (page 208). The target under the Act for all pillar is coverage above 42%. The 43% is a minimum estimate, because data was missing for part of the workforce (9% on page 208, 6.61% in the methodology note on page 235) and those people were counted as not covered.

Coverage is shown by country for those with over 50 employees and over 10% of staff, and by area otherwise. For social dialogue, workplace representation is reported for the EEA only, and the Group counts employees in the 15 countries on its European Works Council as covered by workplace representation (page 208). The definition is the ILO's (page 235).

Agreements are signed at establishment, company, branch or national level, for example in Germany, the United States, Belgium, Colombia, Spain, France and Italy. The Group is not party to a worldwide collective agreement (page 207).

Diversity metrics

Reference: pages 214-216.

Women in management: 55 women and 135 men hold management positions, 28.9% women in 2025 (26.5% in 2024). The Group counts 200 management positions, 10 of them vacant. The 2030 target is 32% (page 216). Women are 18% of the Executive Committee (three women, 14 men) (page 216). The report also gives 43% for women among executives, the same as the 43% share of women in the Group (page 216).

Age (page 216, excluding non-consolidated companies): 2,295 employees under 25, 17,074 aged 25 to 44 and 11,318 over 44.

Policy base (pages 214-215): a policy on gender equality, disability and generations, and a Gender Balance Acceleration Plan to raise women's share of key positions. In 2025 the Group joined the Target Gender Equality accelerator of the UN Global Compact and UN Women (page 215).

Adequate wages

Reference: pages 208-209; methodology at pages 236-237.

The 2025 analysis covered the EEA (38% of the Group workforce) and, outside the EEA, Switzerland, Vietnam, China, Brazil, Colombia and Ukraine (42%), together 80% of employees (pages 208-209).

Inside the EEA, every employee earned at least the applicable legal minimum wage, tested against the EU directive on adequate minimum wages (page 209). Outside the EEA, pay is compared with adequate wage levels from the FairWage Network (October 2025 data), and the table shows 97.5% for that area (page 209). The comparison uses base salary only and assumes a standard family of two adults with a child or children (page 237).

The comparison found pay below the reference levels in some cases, and no adjustment measures have been put in place yet (page 208). Follow-up goes into the pay policy from 2026, with a wider scope. The basis for preparation names adequate wage data points as subject to scope limits (page 132).

Social protection

Reference: pages 207-208. The phase-in table at page 135 also lists S1-11.

The Group has run a global social protection program, WeCare@Seb, since 2018. Every permanent employee, in any country and at any level, gets its minimum guarantees: coverage of hospital costs after accidents up to 70% of actual costs, and 12 months of pay to the family in case of work-related death (page 207). A 2024 audit in 43 countries compared local coverage with each market's standards, and the results feed contract renegotiations planned for 2026. Acquired entities are being added gradually (page 207).

The reported metric is the share of permanent employees covered by WeCare@Seb: 100% in 2025, 2024 and 2023 (page 208). The Group took no specific action in 2025 beyond renewing local contracts (page 208).

The coverage metric is a single share of permanent employees, and the report gives no breakdown by type of social protection event.

Persons with disabilities

Reference: pages 215-216 (also page 206).

Employees with disabilities were 2.6% of the workforce in 2025, against 2.5% in 2024 and 2.4% in 2023. The count excludes temporary staff and employees of sheltered-work establishments (ESAT). The target is 3% worldwide by 2030 (page 216).

All subsidiaries used the 2006 United Nations definition of disability to keep data consistent across countries (page 216).

Actions (pages 215-216): awareness campaigns at all sites, partnerships with protected-sector organizations and public partners such as Cap Emploi, and a French agreement for 2026 to 2029 that keeps an ambitious recruitment target and adds measures such as splitting the annual rest day into hours for medical appointments (page 206). More than 80% of subsidiaries have launched at least one DEI action (page 215).

Training and skills development metrics

Reference: page 218; methodology page 237.

Appraisals: 95.3% of employees had a regular performance and career review in 2025 (95.2% in 2024), against a minimum target of 95%. The share was 95.9% for women and 94.8% for men (page 218).

Training hours: the table reports an average of 16.7 hours per employee in 2025 (15.4 in 2024), with 18.9 hours for men and 17.3 for women, against a target of 20 hours a year (page 218).

The appraisal figure counts permanent, connected employees. It leaves out production staff without computer access, Supor, WMF and recently acquired companies, and temporary workers (page 237). Training hours are the sum for active employees at 31 December, from the iGrow tool, with Supor collected separately, and cover more than 95% of employees (page 237).

Health and safety metrics

Reference: pages 213-214; methodology pages 235-236.

All Group plants and logistics sites are ISO 45001 certified (53 certifiable entities), and the certified scope covers 68% of the total workforce including tertiary sites (page 213).

2025 results (page 213): no fatalities among employees or value chain workers on Group sites; 56 lost-time accidents (46 employees, 10 temporary workers) and 52 without lost time. The lost time injury rate was 0.76 (0.78 for employees, 0.68 for temporary workers), against 0.81 in 2024. Employees lost 3,366 days to accidents and 7,740 days to work-related health problems.

43 occupational illnesses were recognized in 2025 excluding temporary staff, 30 in France (47 in 2024, 50 in 2023) (page 213). Some countries treat illness data as medical secrecy, and it is counted as zero there (page 236). Regional rates run from 3.60 in France to 0.07 in Asia (page 214).

Commuting accidents are excluded. Health and safety data enters Group reporting only once an entity has ISO 45001 certification, and recent acquisitions are outside the scope (page 235).

Work-life balance metrics

Reference: pages 210, 235 (methodology).

96% of employees have the right to family-related leave (maternity, paternity, caregiver), the same as in 2024 (page 210). The figure is calculated on 96% of the workforce, and where data was missing the employees are treated as not entitled (page 210). The methodology note gives 6.19% as the share of the workforce with missing data (page 235). The section gives the entitlement share only.

Qualitative context (page 210): a French agreement on quality of life and working conditions was concluded on 9 July 2025 for three years, with flexible work scheduling, teleworking days, support on days when children are ill and for caregivers, and child-care arrangements at some sites. Great Place to Work certification covers 48 entities. In the 2023 survey, 70% of employees said Groupe SEB is a great place to work.

Compensation metrics (pay gap and total compensation)

Reference: pages 209, 236 (methodology).

Gender pay gap (page 209): on base salary only, the consolidated average gap is 1.5% in favor of men. The Group says a consolidated figure has limited meaning because pay practices differ so much by country, so it also tables the 2025 and 2024 gaps for France, Germany, Colombia and China (70% of the workforce), overall and by grade level.

Pay ratio (page 209): the highest-paid person's total pay against the national median is 63.9 in France (68.0 in 2024), 44.3 in Germany and 292.7 in China, covering 66% of the workforce. The Group cannot compute a Group-wide median, because Chinese law limits sharing personal data (Supor) and payroll data is not centralized.

Only base salary is used for the gap because total pay elements are not available centrally (page 236). The Group plans to broaden payroll data in 2026 (page 236). The auditors flagged the data limits on the pay ratio in an emphasis of matter (page 244).

Incidents, complaints and severe human rights impacts

Reference: page 220 (see also page 239).

The Group received 52 alerts through its whistleblowing system in 2025, against 13 in 2024 and 55 in 2023, and processed 100% of them. Ten were verified cases of discrimination and harassment that breached the UN Guiding Principles on Business and Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work or the OECD Guidelines (3 verified in 2024). The Group applied disciplinary sanctions and stepped up communication on reporting (page 220).

No fines or compensation were paid for human rights incidents in 2025, and none were recorded in 2024 or 2023 (page 220).

External audits of four own sites in 2025 found 100% compliance on labor, wages and hours, and business practices, with the gaps in health and safety and management systems and a lowest site score of 89 out of 100 at Recife, Brazil (page 219).

Policies related to workers in the value chain

Reference: pages 222, 224-225.

The Group found three potential negative impacts on upstream workers, tied to supplier locations in higher-risk countries under the amfori BSCI classification: working conditions, equal treatment and equal opportunities, and fundamental rights such as forced and child labor (page 222).

Human rights (page 224): the same Code of Ethics-based policy as for own staff, with procedures matching the OECD Guidelines and the UN Guiding Principles.

Responsible Purchasing Policy (page 224): overseen by the Director of Industrial Operations and Purchasing, it applies to direct and indirect Tier 1 suppliers. Suppliers under €5,000 of spend and some low-risk categories count as low impact. Its core is the Responsible Purchasing Charter, first drafted in 2012 and revised in 2024 to add controversial sourcing and OECD due diligence on conflict minerals, now in 15 languages (pages 224-225). Signing is a precondition for direct and finished-product suppliers. The Charter builds on amfori BSCI and SMETA standards (page 224).

Supplier selection uses a Supplier Evaluation Form in 100% of purchasing processes and a qualification matrix with CSR criteria (page 225).

Taking action on material impacts on value chain workers

Reference: pages 225-227.

Audits (page 226): the 2025 audit plan covered 318 suppliers (285 in 2024): 86 WCA or SMETA audits and 222 BSCI audits, mostly in China (277). 293 of 318 (92%) reached the required level. 22 suppliers with unsatisfactory results went on mitigation plans. Three zero-tolerance cases (locked emergency exits, child labor, weekly working hours) drew warning letters and follow-up audits within six months. More than a thousand of about 25,000 suppliers are classed as CSR-risk.

Charter coverage (page 225): 86% of direct purchases, 91% of finished products and 66% of indirect purchases.

Other actions: supplier training webinars attended by 278 suppliers (page 226); a screening tool run on 3,086 suppliers in 2025, with one potential supplier excluded from a tender (page 227); sustainability criteria in buyer performance reviews since 2023 (page 225); a program for 500 strategic suppliers launched in 2025 (page 227); and a conflict minerals proof of concept with 10 suppliers in China (page 226).

No severe human rights issue or incident in the upstream or downstream value chain was reported (page 225).

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

Reference: page 227 (see also pages 225-226).

Two targets cover the supply chain (page 227):

• Charter signature rate: 100% of direct suppliers and finished-product suppliers by 2030. Coverage was 80% in 2023, 82% in 2024 and 89% in 2025.
• Ethical and social audits: 100% of suppliers in risk areas audited every three to four years. Coverage of risk suppliers is shown as 100% in each of 2023, 2024 and 2025.

The Group says it has not yet set targets to measure progress on material impacts through direct dialogue with workers (page 227). The two targets track the Charter and audit actions described under S2-4.

Policies related to consumers and end-users

Reference: pages 230 (product quality and safety), 231 (responsible marketing); also page 228.

Product quality and safety policy (page 230): applies to all products and covers raw materials, components and finished products. It rests on strict compliance and quality checks and on choosing materials to standards that sometimes exceed regulation, and independent laboratories verify that products are free of harmful substances such as PFOA. Responsibility is shared by the Senior Executive Vice-Presidents for Industrial Operations and for Products and Innovation. An ISO 9001 quality management system has covered all plants since 2000. Product responsibility is the first topic of the Code of Ethics.

Responsible marketing policy (page 231): a sustainable marketing strategy built on the eco-design policy (E5-1), and a responsible marketing and communications strategy that promotes home cooking, healthier habits and more sustainable use. The Senior Executive Vice-President, Products and Innovation, and the Chief Marketing Officer share responsibility.

Human rights commitments in the Code of Ethics also apply to consumers and end-users (page 230). Privacy and data protection were considered in the assessment and not judged material (page 228).

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: pages 230-231 (product safety), 232-234 (responsible marketing).

Product safety (pages 230-231): a more demanding design-phase risk analysis, including a component reuse score introduced in 2025 that flags new components needing a larger tester group and stronger qualification; a formal check that a product's final use is risk-free; regular quality management system audits and product quality reviews; and the RETEX defect analysis tool, joined since October 2025 by VOCALYZE. CapEx and OpEx for quality and safety sit inside design work. No severe human rights incident involving consumers was reported in 2025.

Responsible marketing (pages 232-234): inclusive design (the Includeo range, over 500,000 units sold, and an APF France Handicap "Inclusive Designer" level 2 label in 2025), more than 3,000 recipes created since 2024 under a healthy recipe charter, apps that show Nutri-Score, a plant-based milk maker launched in 2025, eco-habit guidance, a self-repair service for six Rowenta vacuum cleaner ranges (December 2025) and used cookware collection. The Group also joins the Clean Cooking Access for All by 2030 program, with a Kenya pilot extended to Tanzania in 2025 (page 234). Related CapEx and OpEx are not material (page 234).

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

Reference: pages 231 (product safety), 233 (responsible marketing).

Product safety (page 231): the annual target is zero product recalls, measured through RAPEX or its non-EU equivalent. In 2025 the Group made three voluntary recalls (kettles in Japan, a plancha in Germany and vacuum cleaners in Europe), against none in 2024 and two in 2023. It also tracks the share of certifiable entities covered by ISO 9001, with a target of 100%, reached in 2025 excluding new acquisitions.

The targets were set internally, without a process involving consumers or end-users (page 231).

Responsible marketing (page 233): the Group has set no targets. It uses specific processes to monitor each policy and action and to set a level of ambition, and it considers its measures effective.

Business conduct policies and corporate culture

Reference: pages 238-240.

Code of Ethics (page 238): in place since 2012, covering 18 key subjects and applying to all Group activities worldwide. The Sustainable Development and Group Compliance departments own it, and its principles feed the internal control manual used by Internal Audit. Mandatory training began in 2018, and more than 80% of employees had taken the online course by the end of 2025, in 10 languages.

Whistleblower protection (page 239): the system meets the French Sapin II and Waserman laws, offers anonymity and bars retaliation, and moved to the external Speak'Up platform in 2024. About 40 ethics contacts are trained and each sees only the alerts in their scope. 52 alerts were received in 2025 (13 in 2024, 55 in 2023), all processed.

Anti-corruption policy (pages 239-240): corruption has been in the Code of Ethics since 2013, and the Anti-Corruption Code of Conduct rests on a corruption risk map last updated in 2024. It draws on the Council of Europe civil law convention on corruption, UN Global Compact principle 10 and OECD Guidelines principle 7. Group Compliance owns the policy. Functions at risk include the Executive Committee, local and regional management, and Purchasing, Trade and Finance (page 240).

Competition law was not found to be a material issue (page 238).

Targets related to business conduct

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

The chapter has no section headed targets, but it gives stated goals and tracks results:

• Whistleblowing: a 100% processing rate for alerts, which the Group reports at 100% in 2023, 2024 and 2025 (pages 220, 239).
• Anti-corruption awareness: the next campaign, planned for 2026, has a 95% coverage target at year end. The 2023-2025 advanced training for exposed managers reached 82% by the end of 2025 (page 241).
• Code of Ethics: more than 80% of employees trained by end-2025, with a 2026 refresher program aiming for 95% of connected staff (pages 219, 238).
• Convictions: the Group reports no convictions or fines for breaches of anti-corruption law in 2025 (page 241).

Effectiveness is also tracked through yearly review of anti-corruption procedures by the Audit and Compliance Committee (page 240).

Incidents of corruption or bribery

Reference: page 241.

The Group reports that in 2025 there were no convictions and no fines paid for breaches of anti-corruption legislation (page 241). It states that no deviations from anti-corruption procedures or standards were identified in 2025, so no remediation plans are reported (page 241).

Related context: the minimum safeguards review in the EU Taxonomy section says the Group and its senior management have never been convicted of corruption (page 194). Competition law litigation is addressed in Note 21 of the consolidated financial statements and not in this chapter (page 238).