Iveco Group N.V.

Reference: page 12

Iveco Group N.V. is a Dutch public limited liability company with a one-tier board structure charged with top-level administrative, management, and supervisory responsibilities. The Board comprises Executive and Non-Executive Directors. As at 31 December 2024 it had 8 Directors, with 2 (25%) Executive (Chairperson Suzanne Heywood and CEO Olof Persson) and 6 (75%) Non-Executive; 50% were male and 50% female, and 5 met the Dutch Corporate Governance Code independence requirements. The applicable rules and Articles of Association do not provide for employee representation on the Board. The Board has three committees of Non-Executive Directors: the Audit Committee, the ESG Committee, and the Human Capital and Compensation Committee. Ultimate responsibility for sustainability matters lies with the Board and its ESG Committee, supported by the Audit Committee on reporting and internal controls. From an executive perspective this falls under the Senior Leadership Team, and operationally under the Sustainability Department. A skills matrix self-assessed across categories including sustainability and risk management supports the Board's competence to oversee impacts, risks, and opportunities.

Reference: page 14

The Board, directly and through its committees, discusses strategic, industrial, and technological scenarios, oversees the risk management process, approves annual budgets, strategic plans and targets, and monitors progress against results and forecasts. Under its Charter, the ESG Committee assists the Board in overseeing the Company's ESG priorities, commitments, goals, risks, and opportunities and their integration into strategy and business model, including the materiality analysis, and reviews the materiality analysis to prepare for sustainability reporting. The Audit Committee oversees the integrity and quality of financial and sustainability disclosures and the related reporting processes and internal controls. The Senior Leadership Team reviews operating performance, oversees execution of strategy on impacts, risks, and opportunities, and reports to and advises the Board on key matters including sustainability. The Chief Sustainability Officer, an SLT member, provides performance updates to the SLT and generally attends ESG Committee meetings and Audit Committee meetings when sustainability topics arise. A list of impacts, risks, and opportunities tied to material matters was submitted to the ESG Committee, approved, and shared with the Audit Committee, with the ESG Committee updated quarterly on material sustainability matters.

Reference: page 15

Iveco Group offers both long- and short-term incentive plans linked, among other things, to some of its strategic sustainability targets. The Long-Term Incentive Plan has two components: Company performance awards (Performance Share Units) and retention-based awards (Restricted Share Units), with only PSUs awarded to Executive Directors. The Company performance component is linked to achieving predefined performance and market objectives over a three-year period. In 2024 the compensation plan for the Executive Directors (Chairperson and CEO) included long-term incentives linked to reducing CO2 emissions (Scope 1 and 2) against 2019. The 2023-2025 LTI PSU awards are contingent on a 22% reduction in Scope 1 and 2 CO2 emissions (Focus Area) by 2025, and the 2024-2026 awards on a 28% reduction by 2026, with a 20% weighting towards overall individual awards. The LTIP also applies to Senior Leadership Team members and certain individuals below senior management. Short-term incentives in 2024 were linked to increasing the number of office positions held by women, applying to SLT members including the CEO and all professional-and-above employees.

Reference: page 15

Iveco Group places particular emphasis on conducting due diligence within its value chain, recognising the crucial role it plays in Group operations. Due diligence is described as an ongoing practice that responds to and may trigger changes in the Company's strategy, business model, activities, business relationships, and operating, sourcing, and selling contexts. The Statement maps the core elements of due diligence to the sections where they are addressed. Embedding due diligence in governance, strategy, and business model is covered in sections 1.6 and 1.8. Engaging with affected stakeholders in all key steps is covered in section 1.7. Identifying and assessing adverse impacts is covered in section 1.9. Taking actions to address adverse impacts is covered across sections on climate, air pollution, water, resource inflow and outflow, and business conduct and corporate culture. Tracking the effectiveness of these efforts and communicating is covered in the climate metrics, air pollution, water consumption, and resource inflow and outflow sections. These actions are presented as the starting point for the Group's structured due diligence approach to sustainability.

Reference: page 16

In 2024, Iveco Group launched an initiative to enhance its internal control system for sustainability reporting, focusing on both design and operating effectiveness. The internal control system consists of policies, procedures, organisational structures, and a corporate culture, enabling identification, evaluation, and mitigation of risks that could affect objectives. It was implemented based on the COSO guidance 'Achieving Effective Internal Control over Sustainability Reporting (ICSR)' issued on 31 March 2023, leveraging the five components and 17 principles of the COSO Internal Control Integrated Framework. The Group's ICSR process includes Governance, Scoping, Risk Analysis, Process and Control Documentation, Monitoring, and Evaluation and Reporting phases. The main risks identified are inaccurate or incomplete data, mitigated through process controls over data calculation and collection, and data not compliant with applicable regulations, mitigated through central controls by the Sustainability function. The control model uses entity-level controls, process-level controls, and IT general controls. The ICSR Framework has been presented to the SLT, Audit Committee, and ESG Committee, which are periodically updated on progress. Phased implementation has been planned over approximately three years from 2024.

Reference: page 17

Iveco Group is the holding company of a leading global capital goods group engaged in the design, production, marketing, sale, servicing, and financing of trucks, commercial vehicles, buses, and specialty vehicles for defence, firefighting, and other uses, plus combustion engines, alternative propulsion systems, transmissions, and axles. The Group has manufacturing, commercial, and financial services companies in 34 countries and a commercial presence in approximately 158 countries. As at 31 December 2024 it had five operating segments: Truck, Bus, Defence, Powertrain (FPT Industrial brand), and Financial Services. Total employees numbered 36,046, mostly in Europe (30,968). The Group does not operate in the fossil fuel, chemical production, controversial weapons, or tobacco cultivation industries. Its mission is to put sustainability at the heart of its strategy. Stakeholders and value creation are classified per the World Economic Forum pillars of planet, people, and prosperity. The value chain comprises suppliers and sub-suppliers, employees, distribution networks, customers, and end users. The Sustainability Plan sets SMART targets aligned with the four sustainability priorities, updated annually and reviewed mid-year by the SLT and the ESG Committee.

Reference: page 21

Iveco Group considers establishing and maintaining stable, lasting relationships with stakeholders crucial for creating shared value over the long term. Through an internal assessment by the corporate functions that manage stakeholder relations, the Group identified key stakeholder categories including employees, employees' families, other workers, trade unions, customers, the dealer and service network, suppliers and business partners, the financial community, public institutions, research centres and universities, local communities, the environment, and next generations. Engagement is structured around four levels: Inform, Listen, Involve, and Collaborate, each with defined methods. In 2024 key initiatives included involving investors during Euronext Sustainability Week 2024, engaging stakeholders in the materiality assessment, engaging all employees through the Voice programme, and hosting multiple Supplier Days. The financial community focused primarily on product decarbonisation, supply chain sustainability, ESG KPIs in executive remuneration, and ESG ratings. Suppliers raised climate-related risks and sustainable sourcing of critical raw materials such as steel, while customers demanded more energy-efficient products. Climate change mitigation and human rights remain priorities for all stakeholders. The Group has adopted a Stakeholder Dialogue Policy on Sustainable Strategy.

Reference: page 23

Understanding the context in which Iveco Group operates is the first step in the materiality assessment, involving preliminary mapping of activities and the value chain to identify where impacts, risks, and opportunities may arise. Drawing on the assessment, the Group's sustainability strategy is built on four strategic priorities: carbon footprint (net zero carbon emissions by 2040), workplace and product safety, life cycle thinking, and inclusion and engagement. Targets supporting these priorities are included in the Strategic Business Plan and Sustainability Plan, with progress reported to the ESG Committee and SLT. The matters identified in the 2024 materiality assessment reflect industry priorities. Mitigating climate change remains a critical priority due to impacts of operations, the supply chain, and product use, and regulatory risks tied to vehicle emissions standards. Working conditions and human rights across the value chain were confirmed as highly material due to sourcing key raw materials from critical supply chains. Product quality and safety, innovation, and dealer and customer management remain material. Compared to 2023, pollution and business conduct emerged as material. At year-end 2024, no material risks or opportunities were identified as posing a significant risk of requiring a material adjustment to carrying amounts of assets and liabilities in the following period.

Reference: page 24

In 2024, Iveco Group's materiality assessment approach was in line with the CSRD framework as outlined in the ESRS and EFRAG guidelines, entailing a double materiality approach covering impact materiality (the Group's positive or negative, actual or potential impacts over the short, medium, and long term, including across its value chain) and financial materiality (sustainability risks and opportunities affecting growth, positioning, and performance). The process had four steps. Step 1 analysed and understood the organisational and business context, mapping activities and the value chain and identifying potentially material matters from the ESRS list of topics plus entity-specific aspects. Step 2 identified impacts, risks, and opportunities, using sources such as the ENCORE platform for impacts and the Enterprise Risk Management function for risks. Step 3 assessed significance using impact materiality (inside-out) and financial materiality (outside-in), with impacts assessed via workshops using Scale, Scope, Irremediable Character, and Likelihood, and risks scored by Severity and Likelihood on a 1 to 4 scale; external stakeholders including suppliers, dealers, local communities, and the scientific community were consulted. Step 4 defined and prioritised the material matters, validated by the SLT and approved by the ESG Committee.

Reference: page 28

The Sustainability Statement sets out, in a series of tables, the ESRS disclosure requirements covered and the sections where each is addressed. For ESRS 2 General Disclosures, BP-1 and BP-2 are covered in section 1.1, GOV-1 and GOV-2 in 1.2, GOV-3 in 1.3, GOV-4 in 1.4, GOV-5 in 1.5, SBM-1 in 1.6, SBM-2 in 1.7, SBM-3 in 1.8, IRO-1 in 1.9, and IRO-2 in 1.10. The tables also map the topical standards covered: ESRS E1 Climate, E2 Pollution, E3 Water and Marine Resources, E5 Resource Use and Circular Economy, S1 Own Workforce, S2 Workers in the Value Chain, S3 Affected Communities, S4 Consumers and End-users, and G1 Business Conduct, with cross-references to the relevant ESRS 2 disclosures and section numbers for each. Certain anticipated financial effects disclosures, such as E1-9, E2-6, E3-5, and E5-6, are reported as phased-in options applied, and some data points such as E2-5 are marked not applicable. This index demonstrates how the Group's disclosures align with the structure of the ESRS.

Reference: page 45

Iveco Group has set the goal of achieving net zero carbon by 2040, ten years ahead of the Paris Agreement deadline and in line with The Climate Pledge. To deliver this, the Group set strategic targets across Scopes 1, 2 and 3. For Scope 1 and 2 it commits to reducing manufacturing CO2 emissions by minimising fossil fuel use and increasing renewable energy: absolute Scope 1 and 2 CO2eq emissions from Focus Area plants to fall 50% by 2030 versus 2019 (a 25.2% reduction achieved in 2024). For Scope 3, a year-end 2030 target is to cut Scope 3 CO2 emissions from use of sold products by 38% per vehicle/km versus 2022, with electric vehicles making at least 35% of sales by 2030. The Board of Directors holds ultimate responsibility for the decarbonisation strategy, supported by the ESG Committee and the Senior Leadership Team. Locked-in emissions arise from existing ICE vehicles, factories and supplier agreements.

Reference: page 48

Iveco Group's Environmental Policy and Energy Policy govern activities with the greatest impact or risk relating to the ESRS E1 sub-topics climate change mitigation, climate change adaptation and energy. The Environmental Policy sets out short-, medium- and long-term commitments to managing environmental aspects, applies a precautionary approach across the value chain, and supports the net zero carbon by 2040 goal. Key measures include reducing energy consumption, lowering greenhouse gas emissions, promoting renewable energy, reducing air emissions, promoting sustainable mobility, adopting eco-design, and minimising logistics impacts. The policy applies to Iveco Group N.V. and its subsidiaries and their directors, officers and employees, is endorsed by the Board of Directors with executive responsibility held by the Senior Leadership Team, and is published on the corporate website. The Energy Policy sets the commitment to improve energy performance, is implemented in compliance with ISO 50001:2018, and is available on the corporate Intranet.

Reference: page 49

For Scope 1 and 2, Iveco Group reduces energy consumption and fossil fuel use through its Energy Monitoring and Targeting platform and ISO 50001 management; by end 2024, 22 plants were ISO 50001:2018 certified. Targeted actions covered metering, building insulation, high-efficiency LED lighting, and electrified heating and cooling. 2024 expenditure was 3.12 million euros CapEx and 197,000 euros OpEx, delivering annual savings of about 550,000 euros (around 1.8 year payback), reducing energy consumption by about 4,900 MWh and CO2eq emissions by about 660 tons (market-based). For Scope 3, the largest source is Category 11 use of sold products, addressed through electrification, alternative fuels and hydrogen. Suppliers are engaged via the Open-es platform (around 89% of direct material purchases). R&D investments focused on zero-emission vehicles, electrification, multi-fuel solutions and digitalisation totalled 802 million euros in 2024.

Reference: page 49

Iveco Group's overarching target is net zero carbon by 2040. Focus Area Scope 1 and 2 targets are: 100% of electricity consumption from renewable sources by year-end 2026, and a 50% reduction in absolute Scope 1 and 2 CO2eq emissions by year-end 2030 versus the 2019 base year (base year emissions 99,926 tons CO2eq). In 2024 the Group achieved 98.2% renewable electricity and a 25.2% reduction in absolute CO2eq emissions versus 2019. Scope 3 targets, all versus 2022 baseline: Category 1, a 30% reduction in absolute CO2 emissions from major suppliers by year-end 2030 (on schedule); Category 4, a 7% reduction in kg CO2 per ton of goods shipped by year-end 2026 (minus 4.9% in 2024); Category 11, a 38% reduction in CO2 emissions from use of sold products per vehicle/km by year-end 2030 (minus 6.6% in 2024), supported by electric vehicles reaching up to 35% of sales by 2030.

Reference: page 56

In 2024, Iveco Group reported total energy consumption of 1,173,772 MWh within its Group-Wide scope. The mix comprised total fossil energy consumption of 805,115 MWh (69% of total), including 102,593 MWh from crude oil and petroleum products, 605,402 MWh from natural gas, and 97,121 MWh of purchased electricity, heat, steam and cooling from fossil sources. Nuclear sources contributed 57,825 MWh (4.9%). Total renewable energy consumption was 368,656 MWh (31%), comprising 8,136 MWh fuel from renewable sources, 352,858 MWh purchased renewable electricity, heat, steam and cooling, and 7,662 MWh self-generated non-fuel renewable energy. Energy intensity, based on net revenues, was 75.54 MWh per million euros. Within the Focus Area, energy consumption was 753,986 MWh (down from 817,769 MWh in 2019) and the energy KPI fell about 16.9% versus 2019. The Focus Area target is a 30% reduction in energy consumption per production unit by year-end 2030 versus 2019.

Reference: page 57

For 2024 on a Group-Wide basis, Iveco Group reported gross Scope 1 GHG emissions of 130,791 tons CO2eq and gross Scope 2 emissions of 110,435 tons CO2eq location-based (38,389 tons market-based). Total Scope 1 and 2 emissions were 241,266 tons CO2eq location-based and 169,180 tons market-based. Gross Scope 3 emissions were 64,975,487 tons CO2eq, dominated by Category 11 use of sold products at 60,357,067 tons and Category 1 purchased goods and services at 3,968,982 tons; other notable categories were Category 4 upstream transport (162,528 tons) and Category 12 end-of-life treatment (415,386 tons). Total GHG emissions were 65,216,753 tons CO2eq location-based and 65,144,668 tons market-based. Emissions intensity per net revenue was about 4,197 tons (location-based) and 4,192 tons (market-based) per million euros. Guarantees of Origin covered 70% of purchased electricity Group-Wide and 88% within the Focus Area.

Reference: page 61

In 2024, Brand FPT Industrial continued to offset the GHG emissions generated by its Turin Testing Centre (Italy) in pursuit of becoming a zero-impact testing facility. Around 11,000 tons of CO2eq emissions generated by the facility were balanced to zero by supporting carbon offsetting initiatives aimed at reducing deforestation and degradation and preserving biodiversity through sustainable forest management, benefitting local communities. The carbon credits purchased are entirely voluntary and do not contribute to achieving CO2 reduction targets or the net zero target, and all purchased credits fall outside both the upstream and downstream value chain. These credits are associated with The Envira Amazonia Project, a tropical forest conservation project in Acre, Brazil.

Reference: page 62

Iveco Group is evaluating approaches to extend and improve the application of its Internal Price of Carbon (IPoC) methodology, a strategic business tool for guiding investments that reduce CO2 emissions. The IPoC allows the Group to classify and prioritise energy saving projects based on their ability to generate the greatest CO2 emissions reductions relative to the investment cost. It also enables cross-fertilisation at global level of the most effective CO2 reduction projects based on the specific IPoC of each geographic region and plant. The report states that data on the specific carbon prices applied and on percentage coverage is currently being prepared and is not yet available, so no specific internal carbon price value is disclosed for 2024.

Reference: page 63

The Iveco Group Environmental Policy governs activities linked to the ESRS E2 sub-topic 'Pollution of air'. It addresses the release of air pollutants during vehicle use (nitrogen oxides and particulate matter) and in manufacturing (volatile organic compounds, especially from painting, plus NOX, sulphur oxides and inorganic PM), recognising these as threats to human health and the environment. The policy sets short, medium and long-term commitments to manage polluting emissions, applies a precautionary approach across the value chain (purchasing, product development, operations, logistics, sales, remanufacturing and end-of-life), and centres on reducing air emissions and adopting an eco-design approach for fuel efficiency and lower emissions. It applies to Iveco Group N.V. and its subsidiaries, is endorsed by the Board of Directors with executive responsibility held by the Senior Leadership Team, and is published on the corporate website.

Reference: page 63

Iveco Group applies advanced technologies to manufacturing to reduce air emissions, with painting having the greatest environmental impact for VOC emissions. There are no ozone-depleting substances at plants within the reporting scope. Plant-level actions in 2024 included the Suzzara plant (Italy) installing 6 new painting robots for about EUR 6.4 million, cutting annual VOC emissions by roughly 6,100 kilos; Valladolid (Spain) investing EUR 750,000 in painting robots for a 2,000 kilo annual VOC reduction; Madrid (Spain) reducing paint and solvent use by about 770 kilos of VOCs; and Sete Lagoas (Brazil) optimising solvent recovery to cut VOC emissions by about 38,400 kilos. On products, FPT Industrial diesel engines comply with Euro 6, Euro VI and Stage V, using high-pressure injection, EGR, SCR and diesel particulate filters; SCR features in more than 75% of diesel engines produced. The Group is developing hydrogen and biofuel-compatible powertrains.

Reference: page 65

Iveco Group's voluntary air pollution target, within the Focus Area, is to achieve a 14% decrease in volatile organic compound (VOC) emissions per square metre painted at Group plants worldwide by year-end 2026, compared with the 2019 base year of 38.5 g/m2. In 2024, the Group achieved a 29.4% decrease in VOC emissions against the 2019 base year, exceeding the target. No targets are set for nitrogen oxides (NOX), sulphur oxides (SOX) or inorganic particulate matter (PM), although their emissions are monitored to check compliance with the policy, with levels calculated from annual fossil fuel consumption in production processes using the corresponding emission factors. On products, the Group maintains compliance with current standards and has set internal targets to prepare for the upcoming Euro 7 standard.

Reference: page 66

In 2024, Iveco Group reported average VOC emissions of 27.2 g/m2 (both Group-Wide and Focus Area) and total VOC emissions of 691.4 tons Group-Wide (691.3 tons Focus Area). NOX, SOX and dust emissions (tons) were: nitrogen oxides 287.9 Group-Wide and 189.2 Focus Area; sulphur oxides 33.2 Group-Wide and 17.6 Focus Area; and dust 2.9 Group-Wide and 1.5 Focus Area. NOX, SOX and dust are calculated from annual fossil fuel consumption in production using emission factors, while VOC emissions are calculated by mass balance for each plant across all painting products used. Around 92% of NOX, SOX and dust data came from primary sources, with the remaining 8% estimated for full Group-Wide scope; all VOC data was from primary sources. Vehicle emissions are tested on bench and road, with PEMS in-service conformity tests where required.

Reference: page 67

The Iveco Group Environmental Policy governs activities linked to the ESRS E3 sub-sub-topics 'Water consumption', 'Water withdrawals' and 'Water discharges'. It recognises that water use in production processes and the supply chain, especially in water-stressed areas, contributes to the depletion of natural resources. The policy sets short, medium and long-term commitments to manage water and natural resources and applies a precautionary approach across the value chain. Key measures include reducing freshwater withdrawals, increasing water recycling (especially where availability is critical), and minimising the discharge of hazardous substances that could affect water supplies. It applies to Iveco Group N.V. and its subsidiaries, is endorsed by the Board of Directors with executive responsibility held by the Senior Leadership Team, and is published on the corporate website.

Reference: page 67

Iveco Group draws water mainly for industrial use (painting, cooling, washing and machining) and aims to increase recycled water use to reduce external withdrawals. All 22 ISO 14001 certified plants within the Focus Area must measure their water impact and have a water management plan. Water Management Guidelines require sites to analyse consumption, identify high-impact processes, adopt efficiency innovations, and promote water recirculation and reuse. In 2024, the Vysoke Myto plant (Czech Republic) installed a water storage system enabling reuse of 2,400 cubic metres; Madrid and Valladolid (Spain) installed rain sensors cutting withdrawal by about 1,000 cubic metres; and Sete Lagoas (Brazil) increased annual water recycling by about 10,600 cubic metres. Wastewater quality indicators (BOD, COD, TSS) were fully compliant with local limits in 2024. A few plants in Brescia, Foggia, Madrid and Valladolid are in water-stressed areas identified via the WRI Aqueduct Water Risk Atlas.

Reference: page 68

Iveco Group's voluntary water targets within the Focus Area are: 75% of industrial water to be recycled at Group plants worldwide by year-end 2026; a 15% reduction in water withdrawal per production unit by year-end 2026 versus the 2019 base year of 0.108 m3/hour of production; and plant-specific withdrawal reduction targets of 10% at Brescia Truck (Italy), 5% at Foggia Powertrain (Italy), 22% at Madrid (Spain) and 10% at Valladolid (Spain). In 2024, the Group recycled 74.7% of its industrial water and reduced total water withdrawal per production unit by 13.9% at Group plants worldwide compared with the 2019 base year. The withdrawal targets are linked to water consumption, defined as water entering the Group's perimeter that is not discharged back into external water systems.

Reference: page 69

In 2024, Focus Area water withdrawal per production unit was 0.093 m3/hour (2019 base year 0.108). Total water withdrawal was 4,685 thousand m3 Group-Wide and 2,793 thousand m3 Focus Area, of which 780 thousand m3 (17% of Group total) was in water-stressed areas. Withdrawal sources Group-Wide were groundwater 3,523, third-party water 1,147 and surface water 15 thousand m3. Total water discharge was 2,393 thousand m3 Group-Wide and 1,584 Focus Area. Total water consumption (withdrawal minus discharge) was 2,292 thousand m3 Group-Wide, 1,209 Focus Area, and 412 in water-stressed areas. Water intensity was 147.5 m3/EUR million Group-Wide and 77.8 Focus Area. The industrial water recycling index reached 63.3% Group-Wide and 74.7% Focus Area. About 62% of data came from primary sources, with 38% estimated for Group-Wide scope.

Reference: page 72

The Iveco Group Environmental Policy governs activities linked to the ESRS E5 sub-topics 'Resources inflows, including resource use' and 'Waste'. It recognises that manufacturing products from virgin materials such as steel and aluminium under a linear product design contributes to the depletion of natural resources, while waste production poses a threat to human health and the environment, and that supply shortages can disrupt manufacturing. The policy applies a precautionary approach across the value chain. Key measures include prioritising renewable and recycled materials to reduce raw material use; reducing hazardous waste by applying a circular approach (reduction, reuse, recycling, recovery and waste-to-energy, with treatment as a last resort); and adopting an eco-design approach for fuel efficiency, lower emissions and higher recoverability rates. It applies to Iveco Group N.V. and its subsidiaries, is endorsed by the Board of Directors with executive responsibility held by the Senior Leadership Team, and is published on the corporate website.

Reference: page 73

Iveco Group applies eco-design criteria across the product life cycle and gives precedence to easily recyclable materials when designing new components with suppliers. It has implemented the International Material Data System (IMDS) across its manufacturing to ensure full traceability of raw materials and recycled content, and to monitor compliance with EU REACH, POP, RoHS and vehicle reuse/recycling directives. On packaging, all spare parts use FSC-certified eco-friendly cardboard, and shredding machines at Turin warehouses (Italy) recover an estimated 1,240 tons of cardboard per year for reuse as packing filler in place of plastic. In 2024 these measures cut plastic consumption by 15 tons and around 90 tons of CO2 versus the prior year. Waste actions in 2024 included Cordoba (Argentina) reducing waste by about 110 tons, Suzzara (Italy) installing a solvent distiller to cut hazardous waste by about 180 tons, and Valladolid (Spain) cutting hazardous waste by 7 tons.

Reference: page 73

For resource inflows, Iveco Group's voluntary Focus Area target is to ensure that 100% of new products are developed using sustainability and/or recyclability design criteria by year-end 2026. For resource outflows (waste), the Focus Area targets are: 97.1% of waste to be recovered at Group plants worldwide by year-end 2026; a 7% reduction in waste generated per production unit by year-end 2026 versus the 2019 base year of 2.66 kg/hour; and a 6% reduction in hazardous waste generated per production unit versus the 2019 base year of 0.23 kg/hour. In 2024 the Group achieved, within the Focus Area, 97.5% of waste recovered, a 14.3% reduction in waste generated per production unit, and a 17.4% reduction in hazardous waste generated per production unit, all compared with the 2019 base year.

Reference: page 74

In 2024, Iveco Group's main technical raw materials worldwide totalled 956 thousand tons, led by steel at 521.2 thousand tons (0.36% recycled), iron 313.7 (5.79% recycled), plastics 60.0 (0.11% recycled) and aluminium 41.3 (2.78% recycled), plus copper 6.2, nickel 1.5, lithium 0.3, cobalt 0.1 and fluids 11.7. Biological raw materials totalled 38.5 thousand tons, comprising rubber (natural and synthetic) at 38.3 and paper for office use at 0.2 (74% certified/sustainably sourced). Recycled content estimates were derived from IMDS data samples for vehicles produced in Europe. Materials used for parts packaging totalled 10.99 thousand tons: cardboard 0.56 (46.0% recycled) and wood 10.43 (19% certified/sustainably sourced). Raw materials data was based on sourcing category management analysis aligned with procurement strategies.

Reference: page 76

In 2024, total waste generated was 91,980 tons Group-Wide and 68,639 tons Focus Area, comprising 8,204 tons of hazardous and 83,776 tons of non-hazardous waste Group-Wide, of which 37,425 tons was packaging. Total waste diverted from disposal was 78,761 tons Group-Wide (61,692 Focus Area), almost entirely through recycling (5,265 tons hazardous and 73,496 tons non-hazardous). Total waste directed to disposal was 13,219 tons Group-Wide (6,947 Focus Area), via incineration, landfill and treatment. Waste recovered reached 93.4% Group-Wide and 97.5% Focus Area (85,940 and 66,950 tons), with only 2.6% Group-Wide and 0.9% Focus Area sent to landfill. Focus Area waste generated per production unit was 2.28 kg/hour and hazardous waste 0.19 kg/hour. About 91% of data came from primary sources, with 9% estimated for Group-Wide scope.

Reference: page 75

In 2024 Iveco Group generated 91,980 tons of waste group-wide (68,639 in the Focus Area), comprising 8,204 tons of hazardous and 83,776 tons of non-hazardous waste, of which 37,425 tons was packaging. A total of 78,761 tons was diverted from disposal (mainly recycling: 5,265 tons hazardous and 73,496 tons non-hazardous), while the remainder was directed to disposal through incineration, landfill, and treatment. Iveco follows a waste hierarchy of recovery, waste-to-energy conversion, and treatment as a last resort. Against its Sustainability Plan targets for year-end 2026 (97.1% waste recovery, 7% reduction in waste per production unit and 6% reduction in hazardous waste per production unit, both versus 2019), the Group reported 2024 results of 97.5% of waste recovered, a 14.3% reduction in waste generated per production unit, and a 17.4% reduction in hazardous waste per production unit. Plant-level circularity initiatives in Cordoba, Suzzara, and Valladolid cut hazardous and total waste further.

Reference: page 78

Iveco Group's commitment to its workforce is set out across five policies that apply to the entire Group workforce: the Code of Conduct, Human Rights Policy, Diversity, Equity and Inclusion (DEI) Policy, Health and Safety Policy, and Data Privacy Policy. The Human Rights Policy covers working conditions (secure employment, working time, adequate wages, social dialogue, freedom of association, collective bargaining, health and safety), equal treatment, and other work-related rights including child and forced labour, and rests on eight priorities such as no child labour, no forced labour, no harassment, no discrimination, and freedom of association. Its principles align with the UN Universal Declaration of Human Rights, OECD Guidelines, and ILO declarations. The Health and Safety Policy supports ISO 45001 compliance, while the DEI Policy, adopted by the Board in October 2023, prohibits discrimination on grounds including ethnicity, gender, disability, and age. The Board oversees implementation and the Senior Leadership Team retains executive responsibility. Policies are available on the corporate website in seven languages.

Reference: page 81

Iveco Group engages its workforce through the Voice cultural transformation journey, now in its third phase, including Dialogue and Action sessions held at team level. The annual Voice Engagement Survey measures satisfaction and engagement; in 2024 it was sent to 34,923 people across 42 countries, of whom 31,878 responded (a 91% participation rate), with 70% of employees expressing the highest level of satisfaction. Dialogue and Action sessions in 2024 involved more than 2,000 teams. The Group also collects feedback through exit surveys, interviews with departing employees, and questionnaires for new hires after 30 and 210 days. Operational responsibility for people matters lies with the Chief Human Resources Officer, a member of the SLT. Worker representation is strong: more than 90% of employees are covered by representative bodies, and in 2024 70.2% of employees worldwide were represented by occupational health and safety joint committees made up of both Organisation and worker representatives.

Reference: page 80

Iveco Group's Compliance Helpline is a global reporting tool available in 15 languages and managed by an independent third party, giving employees, customers, suppliers, and other third parties a means to report potential violations of applicable laws, the Code of Conduct, the Supplier Code of Conduct, or corporate policies. As set out in the Speak Up Policy, reports can be submitted in several ways, including anonymously where permitted by law: in person to a manager, through the corporate website's Compliance Helpline section, through a dedicated Android and iOS app, or through dedicated phone lines routed to a third-party voice mailbox. If a reported matter is substantiated, the Group enforces appropriate disciplinary action up to and including termination of employment, guided by specific disciplinary guidelines approved by the Ethics and Compliance Committee. In 2024, any violations of the Code of Conduct were managed either through disciplinary action or through action plans to improve internal control procedures. Individuals are protected against retaliation through the Anti-Retaliation Policy and Speak Up Policy.

Reference: page 85

Iveco Group implements measures to prevent, mitigate, and remediate material negative impacts on its workforce while maximising positive impacts, with outcomes monitored through quantitative KPIs across diversity, compensation, health and safety, people development, and welfare. On DEI, the Group's 2024 Council focused on six workstreams (Employer Branding; Talent Mobility, Succession and Hiring; Career Development; Gender Pay Gap; Wellbeing at Work; and Structured Awareness), rolling out unconscious bias training to over 11,000 people and mentoring programmes affecting over 300 colleagues. On health and safety, the Group spent approximately 63.5 million euro on health and safety protection in 2024 (58.3 million euro on safety and working conditions, 5.3 million euro on healthcare), conducting hazard identification at 100% of plants and reporting 1,187 near misses. On people development, approximately 17.9 million euro was invested in learning and development. The Group also achieved EDGE certification for gender pay equity in November 2024.

Reference: page 85

Iveco Group has set several voluntary strategic sustainability targets for its workforce, incorporated into its Strategic Business Plan. On diversity, the Group aims to ensure that 30% of office positions overall are held by female office workers by year-end 2028, and believes women and men should each represent at least one-third of the Senior Leadership Team (a goal presently achieved). On pay equity, the Group committed to maintain gender pay equity across the Organisation and have it certified by a third party by year-end 2026; certification from EDGE was achieved in November 2024, well ahead of schedule. On health and safety, the Group set a target to reduce the injury frequency rate of employees and agency workers by 40% by year-end 2026 compared with the 2019 baseline; in 2024 the rate had decreased by 50.6% versus 2019, already exceeding the target. The Group also targets completion of a human rights assessment cycle for 2025-2027 covering 100% of employees in internal operations by year-end 2027. Targets are shaped through engagement with the workforce and workers' representatives.

Reference: page 82

As at 31 December 2024, Iveco Group had 36,046 employees, an increase of 9 from 36,037 at year-end 2023, driven by approximately 3,000 new hires against approximately 2,700 departures. By gender, there were 28,899 male and 7,147 female employees, with no employees reporting other or non-disclosed gender. By contract type, 35,069 were permanent, 977 temporary, and 38 on non-guaranteed hours; 35,281 were full-time and 765 part-time. By region, Europe accounted for 30,968 employees, South America 4,010, North America 77, and Rest of World 991. The largest single countries were Italy (14,513), Spain (4,224), France (3,914), and the Czech Republic (3,696). Total turnover was 7.5%, of which voluntary turnover was 2.7%, and the new hire rate was 8.4%. In 2024 there were approximately 2,700 departures, of which 1.9% were collective redundancies. Figures are reported on a headcount basis.

Reference: page 82

Iveco Group's workforce includes non-employee workers comprising agency workers and contractors. As at 31 December 2024, agency contracts accounted for 3,112 personnel, broadly in line with the previous year, most of whom were hourly workers within the Manufacturing function. An increase in hourly agency workers in the Bus Business Unit was partially offset by a decrease in the Powertrain BU, both driven by production volume trends, while the reduction in the Truck BU was mainly due to the conversion of about 200 agency contracts into permanent employment contracts. Agency personnel are defined as working for, rather than employed by, Iveco Group, contracted and paid through external third-party companies and coordinated by internal supervisors. There were also 3,793 contractors throughout the year (expressed as full-time equivalent based on total hours worked), providing mainly general services such as canteen work, cleaning, waste management, and maintenance. Contractors are external companies or self-employed workers contracted to provide services within the Group perimeter.

Reference: page 102

As at 31 December 2024, collective bargaining agreements covered about 94.7% of Group employees, an average figure varying by region and country according to local practice. About 53% of the company-level agreements reached in 2024 were signed with unions or employee representatives collectively representing more than 50% of Group employees. Only 5.3% of employees assessed were in countries, entities, or sites where CBAs are unavailable. In the coverage and social dialogue table, the Czech Republic, France, Italy, and Spain (73.1% of global headcount) fall in the 80-100% band for both collective bargaining and workplace representation in the EEA, while South America (11.1% of headcount) is in the 80-100% band for non-EEA coverage. In 2024 the Group signed 144 collective labour agreements at Group, legal entity, or plant level, 7.7% of which included health and safety provisions. More than 90% of Iveco Group employees are covered by representative bodies. Union membership varied widely by country, for example 80.0% in Lithuania, 61.4% in Spain, 41.4% in Italy, and 0.4% in Brazil.

Reference: page 87

Women made up 19.8% of total employees in 2024 (7,147 of 36,046), and 24.8% of all management positions. Further gender diversity indicators show women holding 20.8% of junior management positions, 23.4% of top management positions, 26.2% of management positions in revenue-generating functions, and 15.5% of STEM positions. At top management level there were 121 men (76.6%) and 37 women (23.4%). By employee category, women represented 15.6% of hourly staff, 32.8% of salaried, 24.2% of professional, and 24.8% of manager roles. On age distribution, 11.6% of employees were under 30 years, 57.8% were 30 to 50 years, and 30.6% were over 50 years. An employee nationality assessment covering 84% of employees found that 7.4% were of a nationality other than the country assessed, higher for female (8.8%) than male (7.1%) employees.

Reference: page 89

Iveco Group is committed to offering a base salary that is compliant with local regulations, competitive with the local market, and sustainable from a business perspective. In many countries minimum wage levels are established by law, while in others, such as Italy, Germany, and Belgium, they are set through collective bargaining agreements negotiated at regional or national level. In 2024, Iveco Group assessed the adequacy of entry-level wages in each country of operation. The findings confirmed that employees were compensated appropriately, aligning with country benchmarks at or above the statutory minimum or collective labour agreement levels. The Group upholds pay equity by reviewing and adjusting pay ranges each year to comply with local statutory requirements, monitoring the starting salaries of new employees and internal promotions to ensure they fall within predefined ranges, and consistently reviewing pay ranges throughout the year to reduce the likelihood of importing pay inequities from previous employers.

Reference: page 89

Iveco Group offers a competitive range of benefits normally available to all full-time employees, and in many countries also to part-time or temporary employees, with benefits varying by position or country. An assessment covering approximately 98% of employees worldwide examined the availability and adoption of Group benefits. The proportion of employees entitled to benefits in 2024 included supplementary pension plans (76.5%), supplemental health plans (67.6%), financial support for accident, death, or disability (87.8%), employee cafeterias or meal vouchers (87.3%), childcare (59.2%), and wellness and nutrition programmes (86.1%). Approximately 77% of employees were eligible for a supplementary pension plan and 66% of those eligible had joined one; about 68% were eligible for a supplemental health plan and about 98% of those eligible had joined. The Group complies with all legal requirements on benefits, insurance, and leave in every country of operation. In a limited number of countries (Ethiopia, Tunisia, India, and the UAE, about 0.3% of global headcount), social protection does not cover unemployment benefits.

Reference: page 86

An assessment to monitor the employment of people with disabilities was carried out in 2024 in 17 countries where the law requires companies to employ a minimum percentage of employees with disabilities, covering more than 92% of Group employees worldwide. The assessment showed that differently abled employees in these countries make up 4% of the global employee headcount. It also showed that differently abled women account for 19% of the total assessed, while men account for 81%. In all other countries of operation there is no legislation establishing minimum quotas for the employment of people with disabilities, although in some cases other forms of protection exist relating to working hours or workplace environments. In these countries there are objective limitations to reporting the number of differently abled employees, as the information is sensitive and often subject to data protection legislation, so the Group is only aware of an employee's personal status if they choose to disclose it. The Group's DEI Policy includes providing accessibility for people with disabilities among its priorities.

Reference: page 98

In 2024, training provided exclusively under the ON LEARN learning management system totalled 450,619 training hours delivered to 26,481 employees. The average was 12.5 hours of training per employee and an average spend of 122.9 euro per employee. By type, job-specific expertise accounted for 307,813 hours, management and soft skills 96,993 hours, and languages and ICT tools 45,813 hours. By gender, men received 345,382 hours (12.0 hours average) and women 105,237 hours (14.7 hours average). By category, average hours per employee were 6.8 (hourly), 17.4 (salaried), 23.4 (professional), and 33.9 (manager). The Group invested approximately 17.9 million euro overall in learning and development. Through the Performance Development Process, 11,690 employees (100% of those eligible and 33% of global headcount) participated in 2024, of whom 27% were female and 73% male. In 2024, 44% of open positions were filled by internal candidates.

Reference: page 94

Iveco Group recorded no fatalities from work-related injury or ill health among employees, contractors, or agency workers in 2024. For employees, there were 76 recordable work-related injuries, 5 cases of recordable work-related ill health, and 2,644 days lost, with an injury frequency rate of 1.332 recordable injuries per 1,000,000 hours worked, an injury severity rate of 0.046 days lost per 1,000 hours, and an occupational illness frequency rate of 0.088, over 57,072,859 hours worked. The combined injury frequency rate for employees and agency workers was 1.362 injuries per 1,000,000 hours worked (down 23% on 2023 and down 50.6% versus 2019), with 85 lost time injuries over 62,389,086 hours. Contractors recorded 9 recordable injuries (rate 1.348) and agency workers 5 (rate 0.941). The Group's management systems are ISO 45001 certified, covering 30 sites and 25,363 employees (about 71% of reporting scope). In 2024 the Group delivered 243,321 hours of health and safety training and reported 1,187 near misses; occupational disease cases numbered 5 among employees.

Reference: page 88

Iveco Group conducts an annual review of base salaries for around 99% of Group employees worldwide and uses multilinear regression to identify and address unexplained gender pay gaps. The gender pay gap, defined as the difference in average pay between male and female employees expressed as a percentage of the average male pay level, was -3.6% in 2024, within the accepted threshold of plus or minus 5% and within EU Directive thresholds. The Group achieved EDGE certification for gender pay equity in November 2024. On total compensation, the annual total remuneration ratio of the highest paid individual (the CEO) to the median annual total remuneration for all other employees was 59.1 in 2024. Based on the methodology of the Dutch Corporate Governance Code disclosure, the CEO pay ratio was 31.5. The total remuneration calculation includes base salary, benefits in cash, benefits in kind, and direct remuneration including long-term incentives.

Reference: page 104

In 2024, 50 incidents of discrimination (which also covers harassment) were reported during the year, and 236 complaints were received through Iveco Group's whistleblowing channels, none of which led to fines, penalties, or compensation for damages. However, two prior incidents, both related to discrimination, led to fines against Iveco Group, resulting respectively in 21,600 euro in non-pecuniary damages and approximately 600 euro in penalties. On severe human rights impacts, the Group completed its first human rights assessment cycle for the 2022-2024 period, covering 100% of its employees. Over the three years and across every geographic region evaluated, the assessments consistently confirmed the presence of policies and controls ensuring respect for human rights and did not identify any severe human rights violations, including in relation to child labour, forced labour, or freedom of association. Data collected on 100% of employees in 2024 confirmed that no legal entity employed individuals under the statutory minimum age, and no minor under 18 was exposed to hazardous working conditions. Mitigation plans are in place for more than 200 Group sites.

Reference: page 106

Iveco Group manages its value chain through its Code of Conduct and corporate policies, with no significant changes during the year. The Supplier Code of Conduct requires fair, non-discriminatory treatment and compliance with labour and human rights, environmental protection, trade restrictions, and business ethics. It applies to the entire supply chain, is aligned with the UN Universal Declaration of Human Rights, ILO Standards, and the UN Convention against Transnational Organized Crime, and is available in 7 languages. Suppliers undergo an Ethical Check every 3 years, conducted by an external third party. The Human Rights Policy prohibits forced and child labour, discrimination, and human trafficking, and extends to suppliers, dealers, and distributors. A Conflict Minerals Policy promotes responsible sourcing of 3TG. In 2024, no reported cases of non-compliance with human rights principles involving value chain workers.

Reference: page 107

Iveco Group keeps suppliers engaged and informed to strengthen relationships and prevent and mitigate potential negative impacts. Engagement runs through several ongoing channels: the Supplier Portal, the main collaboration and communication platform containing forms, documents, and tools; the Open-es platform, which raises supplier awareness of sustainability matters including social issues and human rights by building a community for sharing experiences; ongoing workshops and webinars; and the Responsible Trucking platform, coordinated by CSR Europe, which works to improve the working conditions of road transport workers and compliance with legislation. These initiatives are overseen by a dedicated Governance, Performance, and Sustainability Management Team within the Supply Chain Leadership Team, which also monitors suppliers' compliance with the Supplier Code of Conduct and their sustainability assessment process.

Reference: page 108

In 2022, Iveco Group established a Compliance Helpline giving suppliers, customers, and other third parties a dedicated means to report potential violations of laws and corporate policies. This global tool is available in 15 languages and managed by an independent third party. Reports can be submitted in several ways, including anonymously where permitted, via in-person reporting to a manager, dedicated phone lines, the corporate website, and a dedicated Android and iOS app. The Group expects suppliers and business partners to make grievance mechanisms available to their employees, and protects anyone reporting in good faith from retaliation. A global case management system ensures accurate tracking and timely resolution of investigations, primarily conducted by Internal Audit, Human Resources, Legal, and Compliance functions. The process for providing remedies follows specific corporate policies and procedures applicable to all value chain stakeholders.

Reference: page 108

Iveco Group integrates worker protection into its supplier management system. New suppliers must sign a Commitment Declaration of compliance with the Code of Conduct and Supplier Code of Conduct, and contractual clauses require commitment to workplace health and safety, non-discrimination, the prohibition of forced and child labour, and freedom of association. Non-compliant suppliers may face termination or corrective action plans. In 2024, external auditors conducted sustainability audits at 84 supplier plants worldwide involving 84 suppliers; corrective action plans were formulated for 66 of these to address 331 ESG findings. No suppliers were found to be at risk regarding child labour, forced labour, or freedom of association, and no severe human rights issues were reported. The Group also operates a Conflict Minerals compliance programme using CDX software, evaluating CMRTs from about 300 suppliers. For downstream workers, training programmes reach approximately 20,000 dealership personnel each year.

Reference: page 110

Iveco Group's commitment to upholding human rights and fair working conditions within the supply chain is reflected in targets included in the Sustainability Plan, focused on engagement and training programmes for value chain workers. These targets are: 100% of Tier 1 suppliers to be involved in sustainability assessments by year-end 2026; 80 supplier sustainability audits to be executed in 2025; 100% of dealership staff to be involved in safety training on Iveco Group's electric product portfolio by year-end 2026; and collaborations with 100% of key partners to improve the working conditions and work-life balance of drivers by year-end 2026. Target progress for the supplier assessment goal is calculated as a percentage of annual purchase value. Further details on the target definition process, stakeholder involvement, base year, applicable period, and progress are provided in the Sustainability Plan.

Reference: page 111

As set out in its Code of Conduct, Iveco Group is committed to community engagement, contributing to local social, economic, and institutional development through specific programmes. The Community Investment Policy governs the Group's actions toward local communities, establishing a framework at both corporate and site levels for developing and implementing community initiatives and ensuring a coherent approach worldwide. It applies to Iveco Group N.V. and its subsidiaries, with the Senior Leadership Team responsible for monitoring compliance, updating the policy, and reporting on progress. The Human Rights Policy recognises that Group decisions can have direct and indirect impacts on local communities, placing particular emphasis on supporting the most vulnerable while upholding their rights to a healthy environment, property and land ownership, an adequate standard of living, and access to natural resources. Both policies are available on the corporate website.

Reference: page 111

Iveco Group is committed to community engagement, recognising that engaging local communities fosters both their development and value creation. Under its Human Rights Policy, the Group commits to taking all reasonable measures to inform communities about relevant actions and projects, fostering open dialogue to ensure their legitimate expectations are considered. All stakeholders are expected to act in a socially responsible manner by respecting local cultures and traditions and upholding integrity and good faith to maintain the trust of the community. The Group works in community-based partnerships to identify specific needs, assets, and priorities, and supports projects that deliver measurable business and investment benefits to the countries of operation while fostering high-value, long-term partnerships. Governance for local initiatives rests on ESG and local community strategies, specific decision-making bodies with approval thresholds, and dedicated control mechanisms such as a structured approval workflow and budget registers.

Reference: page 111

Iveco Group established a Compliance Helpline to give all stakeholders, including affected communities, a dedicated means to report potential violations of applicable laws and corporate policies. This global reporting tool is managed by an independent third party and available in 15 languages. Reports can be submitted in several ways, including anonymously where permitted: in person to a manager or Group representative; through the corporate website's Compliance Helpline section; through the dedicated Android and iOS app; and through dedicated phone lines that route to a third-party-managed voice mailbox, with messages transcribed and sent to the Group anonymously. Group policy protects anyone reporting in good faith from retaliation. A global case management system ensures accurate tracking and timely resolution of investigations, primarily conducted by Internal Audit, Human Resources, Legal, and Compliance functions, with remedies provided in line with specific corporate policies and procedures.

Reference: page 112

Iveco Group seeks to make a positive contribution to society in the countries where it operates, sharing its Purpose, Values, knowledge, and resources to foster development, unlock opportunities, and reduce inequalities. It manages risks such as community opposition causing reputational damage by prioritising projects that deliver measurable business and investment benefits and establishing high-value, long-term partnerships. Aspects it commits to improving include the health and welfare of workers and families, atmospheric emissions, air quality, water management, waste and soil protection, biodiversity, and lower-impact logistics. Its strategy has three action priorities: Preserve Biodiversity; Reduce Inequality and Protect Diversity and Vulnerable Groups; and Foster Health and Wellbeing. The Group empowers communities through five pillars of action: Awareness, Education, Mentorship, Partnership, and Tailored Projects, including promoting STEM disciplines, literacy, and improved education.

Reference: page 112

Iveco Group's voluntary commitment to local communities is reflected by a strategic sustainability target in the Strategic Business Plan: a 50% increase in the number of students involved in educational activities by year-end 2026, compared with 2019, focusing on the jobs of the future. This target, in line with the Community Investment Policy, aims to promote equity, inclusion, and engagement by focusing on community educational activities and the empowerment of vulnerable groups. In 2024, resources allocated by Iveco Group to local communities totalled 3.88 million euros. Investment data is categorised under the Business for Societal Impact (B4SI) Framework, covering both initiative and management costs, with impact certified by B4SI and rated across four areas: people, organisation, environment, and business. Further details on target definition, stakeholder involvement, base year, applicable period, and progress are provided in the Sustainability Plan.

Reference: page 115

As stated in its Code of Conduct, ensuring product safety for customers is one of Iveco Group's fundamental objectives, with every effort made to deliver safe, reliable, and high-quality products and services. The Group has adopted a Product Safety, Security, and Technical Compliance Policy (PSSC), underscoring its commitment to product safety and cybersecurity and supporting a corporate culture that goes beyond regulations. No significant changes to the policies were made during the year. The Health and Safety Policy regulates activities with the greatest impact on the ESRS S4 sub-sub-topic 'Health and safety', pursuing product safety through functional and technical solutions, research into safer materials, and information on safe use via Owner and Maintenance Manuals. The PSSC Policy commits the Group to designing, validating, manufacturing, selling, and supporting safe and secure products that meet or exceed applicable laws and safeguard end users against cyberattacks. Both policies are overseen by the Board and Senior Leadership Team.

Reference: page 116

The Operator's Manual is a direct communication channel between Iveco Group's brands and end users, providing extensive details on safe product use and guidance to minimise environmental impacts, including proper disposal of lubricating oils and additives and strategies to reduce fuel consumption and pollution. Manuals cover product identification, start-up and operation, correct vehicle manoeuvring, use of equipment and ADAS, safe use, human-machine interaction, telematics, technical features, periodic checks, and refuelling. Brand IVECO offers fleet managers services such as fuel consumption monitoring, mission planning, route optimisation, and safe-driving parameters. Its digital services include the Safe Driving suite, which monitors key performance indicators and generates regular reports to help drivers and fleet managers improve driving style. Safe Driving Reports summarise fleet KPIs in three categories: Dynamics, Collision Risk, and Compliance. The suite is available on vehicles equipped with a Connectivity Box, with information accessible through the IVECO portal.

Reference: page 117

Each Iveco Group brand manages customer relations while delivering safe, reliable, and high-quality products. Any vehicle safety issue must be reported immediately to a supervisor, the Compliance or Legal departments, or via the Compliance Helpline. The quality control process includes a reporting procedure allowing employees and the service network to notify product safety issues; employee reports are reviewed by the Current Product Management (CPM) team, and the service network follows specific Incident Reporting Guidelines. Where necessary, the CPM team launches a Product Improvement Deployment (PID), working with the Vehicle Conformance Team to assess safety and determine whether a recall is needed. Customers and authorities are notified with full transparency, and the Customer Uptime Centre reaches out to affected customers. In 2024, 14 PIDs related to safety and regulatory matters. Under the PSSC Policy, the Group operates a Cybersecurity Management System certified to UN Regulation No. 155.

Reference: page 117

Customer experience management begins with the customer journey, overseen by a central team that standardises criteria for managing customer satisfaction and ensures reported issues are addressed. The Customer Uptime Centre provides support in 55 countries across Europe and South Africa, in 34 languages, handling about 4.1 million contacts per year via phone, email, mobile apps, and websites, and has expanded from reactive to proactive and predictive services using telematics and fault code alerts. Assistance Non-Stop is a round-the-clock, 365-days-a-year service in Europe and South America providing immediate technical support. Dealers must meet qualitative standards verified through regular visits and periodic audits by Group representatives or third parties, with non-conformities addressed through agreed action plans. New dealers receive guidelines and induction training, and incentive programmes such as the Annual Dealer Performance Bonus reward excellence in customer experience, CRM use, sales and after-sales improvement, and connectivity services.

Reference: page 118

Iveco Group's voluntary commitment to the material sustainability matters Product quality, safety, and accessibility and Digitalisation and connectivity is reflected by a strategic sustainability target in the Strategic Business Plan: to ensure that 100% of new vehicles manufactured in Europe are equipped with Level 2 ADAS by year-end 2026, along with additional advanced functions such as Adaptive Cruise Control with Stop & Go, Corrective Steering Function, and Lane Centring. This target is in line with the Product Safety, Security, and Technical Compliance Policy. Its main objective is to maintain high standards in the prevention of road accidents, reflecting the Group's broader commitment to offering products that ensure the safety of end users and road users alike. Given the intrinsic nature of this target, establishing a base year is not feasible. Further details on the target definition process are provided in the Sustainability Plan.

Reference: page 120

Iveco Group frames corporate culture around ethics and integrity, guided by its Code of Conduct, Anti-Corruption Policy, Speak Up Policy, Anti-Retaliation Policy, Responsible Lobbying Policy and Supplier Code of Conduct. The Code of Conduct, available in 7 languages, applies to the Board, all employees, controlled subsidiaries and joint ventures, and is promoted to suppliers and third parties. It covers the environment, health and safety, antitrust, anti-corruption, data privacy, internal controls, human rights and tax compliance, referencing the UN Declaration of Human Rights, ILO Conventions and OECD Guidelines. The Board of Directors holds ultimate responsibility. Integrity control tools include whistleblowing procedures (Compliance function), periodic auditing (Internal Audit) and dispute monitoring (Legal). A global Compliance Helpline, available in 15 languages and managed by an independent third party, allows anonymous reporting where permitted. In 2024, 31 cases were classified as material and escalated to the Investigation Oversight Sub-Committee, the Ethics and Compliance Committee and the Audit Committee.

Reference: page 130

Iveco Group manages a supply chain governed by the Supplier Code of Conduct, which covers labour and human rights, environmental protection, trade restrictions and business ethics, and is aligned with the UN Universal Declaration of Human Rights, ILO Standards and the UN Convention against Transnational Organized Crime. The Group manages purchases worth above 9.09 billion euro across a network of 1,966 direct material suppliers, with the top 150 strategic suppliers generating 77% of total purchase value and local suppliers accounting for 96% of procurement costs. Two strategic targets were set: 100% of Tier 1 suppliers involved in sustainability assessments by year-end 2026, and a 100% increase in supplier collaboration projects by year-end 2026 versus 2021. Suppliers undergo an Ethical Check every 3 years by an external party and sign a Commitment Declaration. New suppliers are evaluated via the Potential Suppliers Assessment, and 77 new suppliers were added in 2024. ESG assessment runs through the Open-es platform, with 805 registered suppliers representing about 89% of direct material purchases. In 2024, sustainability audits were conducted at 84 supplier plants.

Reference: page 125

The Anti-Corruption Policy, aligned with the UN Convention against Corruption, sets a zero tolerance approach to all forms of corruption, including influence peddling, with particular emphasis on bribery involving public officials. Ultimate responsibility lies with the Senior Leadership Team, specifically the Chief Legal and Compliance Officer and Head of Corporate Governance, with the Compliance function handling daily implementation. A global case management system, linked to the Compliance Helpline, tracks investigations conducted by Internal Audit, HR, Legal and Compliance, with material matters escalated to the Investigation Oversight Sub-Committee. The 2024 Code of Conduct training course included Anti-Bribery and Anti-Corruption and reporting modules, made available to 12,205 employees worldwide. Mandatory anti-corruption training is a contractual requirement. In 2024, the online anti-corruption course reached 2,187 managers (2,094 completed) and 10,018 other employees (9,391 completed), covering the definition of bribery, things of value, facilitating payments, international anti-bribery laws and third-party due diligence. Board members, the SLT and at-risk employee categories formally acknowledge the Code of Conduct and Conflict of Interest Policy annually.

Reference: page 127

In 2024, Iveco Group responded to or investigated 236 new matters reported through the Compliance Helpline, 56% of which were anonymous. Of these, 6 related to corruption and bribery. Of the 236 matters, 41 were duplicates; of the remaining 195, the Group closed investigations for 152, of which 49 were substantiated as breaches of the Code of Conduct or corporate policies, a 32% substantiation rate. Of the 6 corruption and bribery cases, 2 were still under investigation at year end, 1 was unsubstantiated, 1 was partially substantiated and 2 were substantiated. Of the 2 substantiated cases, 1 resulted in termination of employment and 1 in remedial training, while the partially substantiated case led to a policy and process review. Across all substantiated breaches, disciplinary actions in 2024 comprised 9 terminations of employment, 27 disciplinary actions, 12 cases of coaching, remedial training or policy review, and 1 with no action necessary. There were no reported legal cases related to bribery or corruption, and no convictions or fines were issued for violations of anti-corruption and anti-bribery laws.

Reference: page 128

Iveco Group engages in public policy on issues affecting its business, with ultimate responsibility resting with the Senior Leadership Team and the Public Affairs function overseeing advocacy. Interest representation is conducted only where permitted by law and in compliance with anti-corruption and antitrust laws and the Code of Conduct, governed by the Responsible Lobbying Policy and the Policy for US Lobbying Activities. The Group is registered with the European Transparency Register (ID 266675445160-69), as well as transparency or lobby registers in Italy, France, Spain and Germany. In 2024, Iveco Group's membership fees for trade associations and lobbying activities, including climate-related, totalled 1.6 million euro globally; the breakdown shows 1.6 million euro for trade associations or tax-exempt groups, with no separately reported lobbying or political party expenditure. The three largest fees went to ACEA (approximately 825,000 euro), the American Engine Manufacturers Association (approximately 162,000 euro) and ANFAC (approximately 80,000 euro). In 2024, no contributions were made to political parties, and no Board member had held a comparable public administration position in the 2 years prior to appointment.

Reference: page 134

Iveco Group states that its contractual payment terms are designed to be consistent across all supplier categories and in line with mandatory regulations. Worldwide, the Group's average standard contractual payment term is 70 days starting from the invoice date. This average includes agreements with some long-term business partners or arrangements covering specific situations where different payment terms may apply; the details of payment terms by category and the percentage of payments aligned with standard terms are currently unavailable. In the reporting period, the average time taken to pay an invoice, measured from the date when the contractual payment term starts to be calculated, was 81 days. This average reflects performance across all supplier categories, including small and medium-sized enterprises (SMEs). In 2024, no material legal proceedings were initiated concerning claims for late payments to suppliers. The Group has strengthened mechanisms for managing suppliers in financial difficulty, including a recently implemented supplier monitoring tool and the TIGRAN financial risk assessment tool, to ensure supply continuity.