RTL Group

The role of the administrative, management and supervisory bodies

As outlined in Corporate governance on page 85, RTL Group has a two-tier governance structure with a Board of Directors and an Executive Committee.

The Board of Directors comprises executive and non-executive members. The Board supervises and controls the management of RTL Group. The Board of Directors has established three committees: the Audit Committee, the Nomination and Compensation Committee, and a joint committee (Audit and Nomination and Compensation Committees). The Board of Directors meets at least four times a year.

The Executive Committee is comprised of the CEO, the Deputy CEO & Chief Operating Officer (COO) and the Chief Financial Officer (CFO). The Executive Committee is vested with internal management authority.

Responsibility for the day-to-day management of the company rests with the Chief Executive Officer (CEO), who – on a regular basis and upon request of the Board – informs the Board of Directors about the status and development of the company.

The Board advised the Executive Committee throughout the year, reviewing and approving the Group's budget as well as analysing business and financial performance. In 2024, we paid particular attention to the Group's main broadcasting businesses – RTL Deutschland, Groupe M6 and RTL Hungary – plus the advertising technology partnership with ProSiebenSat1 and the wider impacts of artificial intelligence on video production.

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

For the first time, our Annual Report 2024 includes a comprehensive sustainability report to comply with the European Sustainability Reporting Standards (ESRS). The Board has noted with concern how much time and effort our teams across the Group had to invest over the past 18 months with this complex requirement, over-elaborate and arguably of limited value.

We therefore welcome, albeit with a hint of scepticism, recent signals from the European Commission suggesting preparedness to alleviate the pressure on environmental, social and governance reporting standards.

The Board advised the Executive Committee throughout the year, reviewing and approving the Group's budget as well as analysing business and financial performance. In 2024, we paid particular attention to the Group's main broadcasting businesses – RTL Deutschland, Groupe M6 and RTL Hungary – plus the advertising technology partnership with ProSiebenSat1 and the wider impacts of artificial intelligence on video production.

Integration of sustainability-related performance in incentive schemes

As outlined in the Remuneration report on page 30, the Executive Directors are eligible for a STIP which is capped at an amount stipulated in their employment contract. The STIP payout is linked to the achievement of three sets of targets:

• Financial targets; This target is linked to a financial metric (such as Adjusted EBITA) and is weighted higher than the business and leadership targets
• Business targets; These are targets, which may be quantitative (such as number of paying subscribers, audience share or market share targets), or qualitative targets consistent with the company's strategic initiatives
• Leadership targets

RTL Group offers its Executive Directors a long-term incentive plan (LTIP), to reward them for entrepreneurial performance, to retain key executives and to align the interests of management and shareholders. The performance targets of the LTIP are approved by the NCC and are based on the financial metric Adjusted EBITA.

Strategy, business model and value chain

RTL Group is a leading entertainment company across broadcast, streaming, content and digital, with interests in 60 television channels, seven streaming services and 37 radio stations.

Business model RTL Group's main business model is to produce, aggregate, distribute and monetise the most attractive video content, across all formats and platforms.

Broadcast RTL Group's broadcasters buy, produce and commission mostly local content. They also buy or license broadcasting rights for films, TV series and sporting events. TV channels and radio stations create and schedule programming that helps them shape their channel brands. Since advertising is the primary source of revenue for RTL Group's broadcasters, they offer their advertising clients a range of ad formats – from the traditional 30-second commercial to tailored packages of TV and digital ads to addressable TV advertising.

Streaming RTL Group's broadcasting units have established their own streaming services, which are financed by subscription fees, advertising and distribution. RTL Group's streaming services have all opted for hybrid business models.

Content As one of the world's largest creators, producers and distributors of content, Fremantle operates differently to RTL Group's broadcasters. The company produces, licenses and distributes programmes that range from high-end drama and documentaries through to game shows, daily dramas and reality TV formats.

Strategy RTL Group's strategy is built on three priorities:

1. Strengthening the Group's core businesses
2. Expanding RTL Group's growth businesses, in particular in the areas of streaming, content production and technology
3. Fostering alliances and partnerships in the European media industry

Interests and views of stakeholders

Our role in society outlines RTL Group's stakeholder groups and how the company engages with them:

Viewers, listeners, digital users Every day, millions of people access RTL Group's content. This audience is at the heart of what we do. Over the years, we've grown by covering the events and issues people care about – and we've never strayed from our commitment to be refreshingly different and always close to our audience.

The creative community We succeed in entertainment by building inspiring environments where creative and pioneering spirits can thrive. Our broadcasters and streaming services commission content from production companies or their own in-house producers.

Our people Our business is based on talent. We depend on the creativity and dedication of our employees, so we give our people the freedom to create. We want to be the employer of choice, attracting and retaining the best talent.

Advertisers Television and video offer the most effective forms of advertising. TV remains the dominant ingredient in the advertising mix, with its ability to reach mass audiences.

Communities and charities As a leading entertainment company, we have social responsibilities to the communities and audiences we serve. We give back to our communities by using our profile to raise public awareness of, and funds for, important social issues.

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

Market trends and challenges The international media industry is in the middle of a fundamental transformation. Due to ongoing digitisation, RTL Group's markets are currently shaped by two key trends: competition and consolidation.

Competition Traditional media companies spend enormous amounts in the battle with global tech platforms such as Netflix, Amazon and YouTube. Streaming subscriptions cost up to €20 a month in Germany. The production business was impacted by the 2023 US writers' and actors' strike, and by budget cuts by many broadcasters and streaming services.

Artificial Intelligence The AI ecosystem has experienced exponential growth. Text-to-video models have made significant progress and have the potential to fundamentally change established workflows along the entire value chain. AI technology has the power to fundamentally transform our businesses by enhancing creativity and driving productivity.

Strategic response RTL Group transforms its business for higher reach and better monetisation to unlock opportunities. The Group's strategy builds on three priorities: strengthening core businesses, expanding growth businesses (streaming, content production and technology), and fostering alliances and partnerships.

Financial impacts In 2024, the TV advertising markets in our two key territories, Germany and France, were weaker than expected. Our content business, Fremantle, was impacted by the 2023 US strikes and budget cuts. Against this background, RTL Group achieved solid financial results with Adjusted EBITA of €721 million.

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

Overview

Material impacts, risks, and opportunities were identified and evaluated through a documented process in alignment with the principle of double materiality. This double materiality assessment was conducted by a dedicated project team, which included employees from RTL Group's Communications & Investor Relations, Legal and Human Resources departments, alongside managers and specialists from across the Group. Given the first-time application of the double materiality principle, the previous process for identifying material, reportable sustainability topics was updated.

Step-by-step methodology

The new process was structured into the following four steps:

Step 1: Understanding the corporate context

RTL Group analysed its corporate portfolio (business activities, locations, resources, business relationships and services), taking into account the upstream and downstream stages of the value chain. Key stakeholders were identified, their roles in the assessment process were defined and a mapping of potentially material sustainability topics was carried out.

Key assumption: Certain internal stakeholders were included in the double materiality assessment in order to represent the interests of relevant external stakeholders. The selection was based on criteria such as their function in the company, their expertise in certain subject areas and their relationship to the stakeholder represented. For example, the expectations of financial market participants were taken into account through the involvement of the Investor Relations department, as well as the nature of 'silent stakeholders' through the involvement of those responsible for environment topics.

Step 2: Identification of material topics and associated impacts, risks and opportunities

The sector-agnostic sustainability topics defined in ESRS 1 section AR 16 were used as the basis for compiling a list of potentially material topics. They served as the starting point for the analysis and were supplemented by sector-specific sustainability topics (for example, from the International Sustainability Standards Board), other topics from materiality assessments already carried out, and other internal regulations (for example, the RTL Group Code of Conduct and Supplier Code of Conduct). Voluntary frameworks and ratings, such as the Global Reporting Initiative, UN Global Compact, EcoVadis, MSCI and Sustainalytics were used as guiding references.

This was followed by a grouping of sustainability topics and an initial mapping of the value chain in order to identify areas in the company's own, upstream or downstream business activities that are of particular relevance. Potential, actual, positive and negative impacts as well as risks and opportunities were identified for each sustainability topic on the basis of interviews and online research. The management of the business units, experts and RTL Group's Corporate Centre functions were involved in the identification process. The impacts, risks and opportunities were categorised according to their time of occurrence (short-term: one year or less, medium-term: one to five years, long-term: more than five years).

Step 3: Assessment

Using a qualitative scoring approach from 1 (lowest) to 5 (highest), the impacts were assessed in terms of their severity, expressed in terms of extent, scope and irreversibility, as well as their probability (depending on the classification as positive/negative and actual/potential). Risks and opportunities were assessed on an analogous scale according to their potential financial extent and probability of occurrence. The assessment and the derivation of material topics were carried out by the project team on the basis of interviews and online research conducted and taking into account existing data (for example, from the existing risk inventory and previous reporting).

Key assumptions: The assessment of impacts, risks and opportunities was carried out at different levels of aggregation depending on the availability of information (for example, at sub-sub-topic level in relation to the company's workforce or at sub-topic level in relation to consumers and end-users). In the case of potential negative impacts on human rights, the severity of the impacts took precedence over their likelihood. Sustainability topics were classified as material if at least one impact, risk or opportunity was equal to or above the selected material threshold, either from an impact or financial materiality perspective or both. Within the used scoring scale from 1 to 5, the material threshold was set at 4. Non-material sustainability topics were those for which no impacts, risks or opportunities were identified and/or for which all impacts, risks or opportunities were below this threshold.

Step 4: Validation and finalisation

The Executive Committee and the Audit Committee were involved in the double materiality assessment process and were informed and consulted about significant adjustments. Finally, the results of the double materiality assessment were consolidated and material disclosure requirements and ESG-related key figures for reporting were derived.

Inputs to the assessment

Sector benchmarks and guidance:

• Sector-agnostic sustainability topics defined in ESRS 1 section AR 16
• Sector-specific sustainability topics from the International Sustainability Standards Board
• Voluntary frameworks and ratings: Global Reporting Initiative, UN Global Compact, EcoVadis, MSCI and Sustainalytics

Internal sources:

• RTL Group Code of Conduct and Supplier Code of Conduct
• Existing risk inventory
• Previous materiality assessments and reporting

Internal experts:

• Dedicated project team including employees from RTL Group's Communications & Investor Relations, Legal and Human Resources departments
• Managers and specialists from across the Group
• Management of business units
• Experts and RTL Group's Corporate Centre functions
• Involvement of those responsible for environment topics to represent 'silent stakeholders'
• Involvement of Investor Relations department to represent financial market participants

External consultants:

• External consultancy firm provided support to ensure accordance with the CSRD requirements

Stakeholder consultation:

• Interviews with management of business units, experts and RTL Group's Corporate Centre functions
• Internal stakeholders were selected to represent the interests of relevant external stakeholders based on their function in the company, expertise in certain subject areas and relationship to the stakeholder represented
• Representatives of 'silent stakeholders' (such as nature) were included in the process

Scoring criteria

Impact materiality:

• Scoring approach: Qualitative scale from 1 (lowest) to 5 (highest)
• Severity criteria: Extent, scope and irreversibility
• Likelihood: Assessed depending on classification as positive/negative and actual/potential
• Special rule: In the case of potential negative impacts on human rights, the severity of the impacts took precedence over their likelihood

Financial materiality:

• Scoring approach: Analogous scale from 1 (lowest) to 5 (highest)
• Size of effect: Potential financial extent
• Likelihood: Probability of occurrence

Threshold for materiality

Sustainability topics were classified as material if at least one impact, risk or opportunity was equal to or above the selected material threshold, either from an impact or financial materiality perspective or both. Within the used scoring scale from 1 to 5, the material threshold was set at 4. Non-material sustainability topics were those for which no impacts, risks or opportunities were identified and/or for which all impacts, risks or opportunities were below this threshold.

Use of value chain mapping

An initial mapping of the value chain was conducted to identify areas in the company's own, upstream or downstream business activities that are of particular relevance. The process explicitly included the impacts in which RTL Group is involved through its own business activities or business relationships. Through the initial mapping of the value chain and the further interviews and online research, the process explicitly included the impacts in which RTL Group is involved through its own business activities or business relationships.

Integration with other processes

The double materiality assessment was based on existing due diligence processes, such as data from the risk inventory. The annual risk assessment and the initial double materiality assessment were carried out independently of each other, but available information from the risk management process was used to identify the risks as part of the double materiality assessment. In future, RTL Group will consider how the double materiality assessment and risk management can be more coordinated, and processes can be more streamlined.

Business units involved

To reflect the different business models, RTL Group's largest business units – RTL Deutschland, Groupe M6 and Fremantle – have been involved in the double materiality assessment.

Documentation and quality assurance

The process of the double materiality assessment and the identified impacts, risks and opportunities were comprehensively documented. The critical steps in the double materiality assessment process included, in particular, the identification of suitable internal representatives of key external stakeholders, the identification of impacts, risks and opportunities, and the final assessment. As this was the first time the double materiality assessment had been carried out, following the CSRD methodology, the project team was supported by an external consultancy firm to ensure accordance with the CSRD requirements.

Frequency and review

RTL Group aims to review the material topics with regard to changes in the Group's portfolio changes (such as acquisitions, disposals) or in business relationships annually.

Transition plan for climate change mitigation

Current status and forward-looking approach

RTL Group is affected by the consequences of climate change and contributes to the increase in GHG emissions in the atmosphere through its international business activities in the media sector. RTL Group takes its responsibility in the transition to a low-carbon economic system seriously and has been pursuing a climate target to reduce emissions since 2020.

RTL Group's previous, current and planned climate protection activities relate to the short- and medium-term period from 2018 to 2030. Accordingly, the company is not currently pursuing a long-term transition plan to achieve complete climate neutrality by 2050 in line with the Paris Agreement and the requirements of the ESRS.

Climate target and SBTi validation

According to RTL Group's current climate target, the company's GHG emissions reported in the base year 2018 are to be reduced by 50 per cent by 2030.

RTL Group's target is part of Bertelsmann Group's climate target which was validated by the Science Based Targets Initiative (SBTi) in March 2021. According to SBTi, the Bertelsmann Group target's level of ambition for Scope 1 and Scope 2 corresponds to the 1.5 degrees Celsius target of the Paris Climate Agreement.

Scope and baseline

The 50 per cent reduction target is a combined target covering Scope 1, 2 and 3 GHG emissions (market-based) and had been developed applying the SBTi V4.1 criteria following the absolute contraction approach. No sectoral decarbonisation pathway had been applied in the target setting process.

The baseline 2018 covers Scope 1, Scope 2 and the following Scope 3 categories:

• 3.1 (only emissions related to TV and film productions and office paper)
• 3.2 (only capital expenditures related to IT devices)
• 3.3, 3.4, 3.5, 3.6, 3.7, 3.9 and 3.12

The baseline and target definitions exclude divestments and discontinued operations.

Target revision planned for 2025

As part of the adjustments made to the Scope 3 reporting methods in the current reporting year, RTL Group has included additional emission categories and additional emission sources within reported emission categories that are not included in the base year 2018.

RTL Group therefore plans to revise its climate target in the 2025 financial year. In this context, the company is also examining the development of a transition plan for climate protection by 2050 in line with the ESRS in 2025.

Paris-aligned benchmarks

As a leading entertainment company, RTL Group is not excluded from the EU Paris-aligned benchmarks in accordance with the exclusion criteria stated in Articles 12.1 (d) to (g) and 12.2 of Commission Delegated Regulation (EU) 2020/1818 (Climate Benchmark Standards Regulation).

Key decarbonization levers

RTL Group's 2030 climate target prioritises measures to avoid and reduce emissions over offsetting remaining emissions. Based on the Group target, separate targets were derived for RTL Group's business units and corresponding measures identified.

Own operations

Important levers for reducing GHG emissions at own operations:

• Increasing energy efficiency
• Expanding the use of renewable energy
• Sourcing 100% of electricity from renewable sources through market instruments such as contractual supply agreements (green electricity tariffs) or guarantees of origin
• Expansion of own production of green electricity through photovoltaic systems
• Switch from fossil heating systems to heat pumps at locations
• Electrification of fossil fuel-powered systems

TV and film productions

As an entertainment company, the decarbonisation of TV and film productions is the biggest lever for RTL Group – both for own productions as well as for content produced by others. Key activities:

• Participation in industry initiatives to develop and implement green production standards and carbon calculation tools
• Green productions require a change of current production practices of which travel, energy use in studios and at locations, and material consumption are the biggest carbon emission drivers

Upstream value chain

An important lever on the upstream value chain is the work with suppliers including:

• Cloud service providers and data centre operators on the use of renewable energies
• Increasing energy and resource efficiency
• Use of bio-based and recycling-based materials

Key measures implemented in 2024

The most important climate protection measures in relation to own business activities included:

• RTL Deutschland pushed ahead with the introduction of energy management system in accordance with the ISO 50001 standard during the reporting year. The external certification is expected to be completed in 2025.
• The implementation of a heat recovery system at RTL Group's data centre in Luxembourg in Q4 2023 led to a significant reduction of heat consumption in the reporting year. In addition, a heat pump was installed at RTL Hungary avoiding heat from natural gas and related GHG emissions.
• In 2024, 96 per cent of the electricity purchased was obtained from renewable energy sources using green electricity tariffs or guarantees of origin.
• New photovoltaic systems were installed at Groupe M6 in Neuilly-sur-Seine and at RTL Nederland in Hilversum. A total of 280 megawatt hours of electricity consumption was from own photovoltaic production.
• In the reporting year, numerous TV and film productions were certified according to regional sustainability standards. These included, for example, RTL-Spendenmarathon and four shows by UFA that received the green motion label in Germany as well as several productions by Groupe M6 that were awarded the ecoprod label in France.
• The number of productions whose carbon footprint was determined by means of regional industry initiatives such as Green Motion (Germany), Albert (United Kingdom, the Netherlands) and Carbon'Clap (France) increased significantly. For example, at RTL Nederland, the Albert-certified programme hours led to savings of more than 1,600 tonnes of CO2 equivalent in the reporting year.
• RTL Group's businesses took efforts to enhance the approaches to measure GHG emissions. A new GHG Accounting Manual for TV and Film Productions was implemented to enhance the data collection procedures.

Use of carbon credits

Unavoidable emissions are to be offset by 2030.

Policies related to climate change mitigation and adaptation

We work hard to combine our business success with responsible action to protect the environment. Conserving resources and protecting the climate are key challenges in today's society. We aim to minimise our impact on the environment by reducing our energy use and the direct and indirect emission of greenhouse gases.

Our Environmental Policy expresses the shared understanding of environmental protection across RTL Group.

Actions and resources in relation to climate change policies

In 2024, we continued to work intensively with our Group-wide Climate Task Force on environmental issues, such as implementing greener productions with our established 'GHG Accounting Manual for TV and Film Productions' to reduce our carbon footprint.

At Fremantle, 39 shows complied with the standards required by Albert – a global carbon calculator that helps production companies measure their environmental impact – and were certified as Sustainable Productions in 2024.

In Germany, nearly 100 of RTL Deutschland's TV productions have been produced with industry-wide environmentally friendly standards since 2022. RTL Deutschland also has a structured approach to steer the product carbon footprint of its magazines. Numerous TV and film productions were certified according to regional sustainability standards.

In France, the daily M6 series Scènes de Ménages (Domestic Quarrels) was awarded an Ecoprod Label in 2024 – a French certification for environmentally sustainable productions. Groupe M6 has joined the Board of Directors of the Ecoprod Label to strengthen its pioneering role in the French media landscape.

Targets related to climate change mitigation and adaptation

According to RTL Group's current climate target, the greenhouse gas emissions reported in the base year 2018 are to be reduced by 50 per cent by 2030. By the end of 2024, RTL Group achieved a reduction of 30 per cent compared to 2018.

Due to the revised methods for Scope 3 emissions in accordance with new reporting requirements, an adjustment of the base year 2018 values and a revision of the 2030 target is planned for 2025.

Anticipated financial effects from material physical and transition risks and potential climate-related opportunities

Phase-in exemption applied

RTL Group is applying the phase-in exemption for ESRS E1-9 disclosures in this reporting period. The following data points are labelled as 'Phase-in':

• ESRS E1-9, paragraph 66: Exposure of the benchmark portfolio to climate-related physical risks
• ESRS E1-9, paragraphs 66(a) and 66(c): Disaggregation of monetary amounts by acute and chronic physical risk; Location of significant assets at material physical risk
• ESRS E1-9, paragraph 67(c): Breakdown of the carrying value of its real estate assets by energy-efficiency classes
• ESRS E1-9, paragraph 69: Degree of exposure of the portfolio to climate-related opportunities

As noted in the transitional arrangements, material data points that are not yet reported in 2024 due to the transitional arrangements are labelled as 'Phase-in'.

Transition plan on biodiversity and ecosystems

We use our scale and reach to draw attention to environmental issues. Since 2019, RTL Deutschland has organised regular sustainability weeks to promote socially relevant topics and a sustainable future. In 2024, the focus was on the importance of protecting the biodiversity of the ocean, alongside the beauty and fascination of the underwater world.

RTL Deutschland launched its theme week 'Packen wir's an' (Let's do it!) which focused on biodiversity and the underwater world.

Policies related to own workforce

Our people section outlines RTL Group's approach to its workforce:

Our business is based on talent. We depend on the creativity and dedication of our employees, so we give our people the freedom to create. We want to be the employer of choice, attracting and retaining the best talent.

To help us achieve this, we offer attractive salaries and other financial incentives, plus a wide range of training and coaching to help our people develop both personally and professionally. We foster a fair, flexible and inspiring work environment that encourages a healthy work-life balance.

With a diverse audience, we need to be a diverse business. To remain an attractive and successful employer, we reflect the audiences we entertain, and so we embrace workplace diversity in gender, ethnicity, disability and socio-economic status. We offer equal opportunities and recognise everyone's unique value, treating each person with courtesy, honesty and dignity.

In our published Diversity Statement and our diversity related policy, we reinforce our commitment to equal opportunities and non-discrimination throughout all RTL Group companies.

Characteristics of the undertaking's employees

Principles of reporting

The metrics disclosed in S1-6 on the total number of RTL Group's employees are given in headcount as of 31 December 2024. Interns and trainees are excluded from the figures. The breakdown by country is based on the registered office of the legal entity that employs the employees. Germany and France are shown separately in the reporting as they exceed the size criteria of 50 or more employees stipulated in the ESRS and account for more than 10 per cent of the total number of employees. The breakdown by gender is based on the gender stated by the employees. Currently, employees cannot specify a gender other than male or female in all local Human Resources (HR) related master data systems. Against this background, RTL Group offers all employees the opportunity to voluntarily enter or correct their gender in the Group-wide HR IT system Peoplenet. If employees have reported a gender other than male or female, they are shown in the 'Other' category. Employees for whom no gender is entered or employees who do not wish to disclose their gender are shown under 'Not reported'. The breakdown by contract duration is based on the respective local HR master data. If employees are in permanent or fixed-term employment without guaranteed working hours, they are shown both as permanent or fixed-term employees and as employees without guaranteed working hours. Employee turnover is divided into the categories voluntary and involuntary. Voluntary turnover includes employees who have initiated the termination of their contract or employees who have retired. Involuntary turnover includes employees who have been dismissed or have died. The denominator for the calculation of employee turnover is based on the average number of employees over the year (beginning and end of the year). No estimates were made when collecting the metrics for S1-6.

Total number of employees by gender

Total number of employees by country

Total number of employees by contract type

As of 31 December 2024, a total of 17,612 employees worked at RTL Group, the majority of whom (73 per cent) were employed on a permanent basis. The use of fixed-term and alternative employment models (for example contracts without guaranteed working hours) is limited to situations that make this necessary due to special business requirements (such as flexibility reserve, temporary requirements, creative or specialist skills) as stated in the Policy on Fair Working Conditions.

Metrics on fluctuation

In 2024, a total of 9,777 employees left the company. The turnover rate on open-end contracts was 16 per cent. The overall turnover rate was 55 per cent. This figure includes all employees who left the company voluntarily and involuntarily during the reporting year.

The turnover rate is largely driven by Fremantle's production business, where roles behind and in front of the camera are specific for each production. Due to the temporary, project-specific nature of work in production, individuals are hired on fixed-term contracts for the duration of the respective project. These leavers are included in the figure.

Employees by age

As of 31 December 2024, more than half of all RTL Group employees were between 30 and 50 years old. In addition, there was a balanced distribution between employees younger than 30 (20 per cent) and older than 50 (24 per cent).

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

Definition of own workforce

RTL Group's own workforce comprises the company's employees who have an employment relationship with RTL Group, as well as external workers who work as self-employed persons, freelancers or agency workers.

RTL Group's own workforce includes employees who are in an employment relationship with the undertaking ('employees') according to national law or practice and non-employees who are either individual contractors supplying labour to the undertaking ('self-employed people') or people provided by undertakings primarily engaged in 'employment activities'.

Non-employees do not include people that are working for another entity which is engaged by the reporting unit and where the people are using assets of that third party entity (for example people working for cleaning companies).

Policy coverage

The Code of Conduct applies to RTL Group's own employees. RTL Group requires its partners to extend minimum requirements, including topics such as integrity and human rights, throughout their own value chain, ensuring that any third parties they employ (such as subcontractors or freelancers) who work for RTL Group also comply with these standards.

The same applies to the remuneration of freelancers and agency workers, ensuring that such employment relationships do not compromise or circumvent employee rights.

Quantitative data

No quantitative data on the number, breakdown by type (contractor, agency, self-employed), or headcount/FTE methodology for non-employee workers is disclosed in the provided excerpts.

Collective bargaining coverage and social dialogue

Principles of reporting

The coverage rates are calculated based on the total number of employees in accordance with ESRS S1-6, in heads as of the reporting date of 31 December 2024. Germany and France are reported on separately in terms of coverage by collective agreements and by employee representation, as the size criteria of 50 or more employees and more than 10 per cent of the total number of employees set out in the ESRS are met there. No estimates were made in compiling the metrics for S1-8.

Coverage rates in the European Economic Area

The following table shows the coverage rates through collective bargaining agreements and employee representation in countries of the European Economic Area for countries that meet the size criteria set forth in the ESRS.

Coverage rate in per cent (31 December 2024)

In Germany and France, the percentage of employees covered by collective agreements was 81 per cent and 100 per cent respectively in 2024. 100 per cent of employees were represented by employee representatives in both Germany and France.

European Works Council

In 2001, RTL Group established a European Works Council providing for the transnational information and consultation of all employees working for RTL Group affiliates based within the territory of the European Community or the territory of the European Economic Area. Today, the European Works Council consists of representatives from RTL Group's local works councils in the EU. It maintains an open dialogue with RTL Group's executive management to address cross-border employment issues, and to represent employee interests at the top level of the company. The Executive Committee and the employee representatives meet three to four times a year to discuss economic and social issues of a strategic and transnational nature (European Forum for Social Dialogue).

Local works councils

Employees of RTL Group business units can elect their local works council pursuant to applicable national regulations. RTL Deutschland has 18 local works councils, which together form the group works council of the RTL Deutschland companies.

Diversity metrics

In 2024, Fremantle continued its partnership with The TV Collective on the Breakthrough Leaders programme in the UK, supporting 150 black, Asian and minority-ethnic future leaders. In Sweden, Fremantle's leadership team is participating in an external mentoring programme, All of Us, for young people of colour in the creative industries and supporting the WomenUp programme – which consists of 40 women and their mentors – to address the female leadership gap. In the US, a partnership with Fresh Films supports 400 young people from under-represented backgrounds based in 27 locations nationwide.

In Germany, RTL Deutschland initiated its third diversity week (Woche der Vielfalt) with a focus on generations. In 2024, Groupe M6 launched a joint inclusivity campaign with TF1, Canal+ and RMC BFM with the aim of raising public and company awareness of the employment of people with disabilities.

Adequate wages

Reporting principles

The coverage rate is calculated based on the review of all employees who worked for RTL Group during the fiscal year 2024 (starting from day one of employment in the reporting year). Wage adequacy is verified locally by comparing wages against a centrally provided, continuously updated list of applicable benchmarks for the countries (or sub-grouping levels such as regions, industries, etc.) in which RTL Group operates as of 31 December 2024. No estimates were made in collecting the metrics for S1-10.

Performance

In 2024, all employees of RTL Group were adequately remunerated in accordance with the applicable benchmarks.

Policy context

RTL Group is committed to fair and gender-blind pay. The same applies to the remuneration of freelancers and agency workers, ensuring that such employment relationships do not compromise or circumvent employee rights. The Code of Conduct contains principles on fair and healthy working conditions such as working hours and fair remuneration.

Methodology details

• Coverage: All employees who worked for RTL Group during fiscal year 2024 (starting from day one of employment)
• Assessment approach: Local verification by comparing wages against a centrally provided, continuously updated list of applicable benchmarks
• Geographic scope: Countries (or sub-grouping levels such as regions, industries, etc.) in which RTL Group operates as of 31 December 2024
• No estimates were made in collecting the metrics

Persons with disabilities

In 2024, Groupe M6 launched a joint inclusivity campaign with TF1, Canal+ and RMC BFM with the aim of raising public and company awareness of the employment of people with disabilities.

The RTL-Spendenmarathon set a new world record for "longest team distance of a wheelchair course (24 hours, relay)", while raising awareness for people with disabilities.

Training and skills development metrics

We offer attractive salaries and other financial incentives, plus a wide range of training and coaching to help our people develop both personally and professionally.

In 2024, Fremantle continued its partnership with The TV Collective on the Breakthrough Leaders programme in the UK, supporting 150 black, Asian and minority-ethnic future leaders. In Sweden, Fremantle's leadership team is participating in an external mentoring programme, All of Us, for young people of colour in the creative industries and supporting the WomenUp programme – which consists of 40 women and their mentors.

Health and safety metrics

Metrics on health and safety at work

Coverage and scope

As of 31 December 2024, 100% of the own workforce was covered by health and safety practices in compliance with local legal requirements. A total of 24% of employees were covered by a management system for health and occupational safety fulfilling RTL Group's health and safety criteria, including those aligned with or certified according to the ISO 45001 standard.

Fatalities and injuries

In the reporting year, 0 deaths were reported, and the number of reportable work-related accidents was 122. The rate of reportable work-related accidents was 4.71 per 1 million hours worked. This figure is primarily driven by the nature of work in the production business, such as at Fremantle's production entities or within RTL Deutschland's content production which often involves on-location filming, set construction, and the use of heavy equipment.

Principles of reporting

The percentage of employees covered by an occupational health and safety management system is calculated based on the total number of employees in accordance with ESRS S1-6 in heads as of 31 December 2024. In addition, the calculation of the number of fatalities includes not only RTL Group's employees. The rate of reportable occupational accidents per 1 million hours worked is calculated by dividing the number of recordable work-related accidents by the total contractual working hours, or, if available, the actual working hours, and then multiplying the result by 1 million.

In accordance with the transitional provisions set out in the ESRS, reporting on the number of cases of reportable work-related illnesses and the number of days lost will take place in future periods. Estimation methods and simplifications are used to calculate the rate of reportable accidents at work.

Work-life balance metrics

We foster a fair, flexible and inspiring work environment that encourages a healthy work-life balance. For example, we provide balance between working in the office and remotely to offer flexibility and efficiency for those employees whose functions do not require on-site presence.

Incidents, complaints and severe human rights impacts

Reporting principles

The data on incidents and complaints comes from RTL Group's case management. Groupe M6 has its own compliance management system and provides its data in accordance with RTL Group's definition for RTL Group reporting. No estimates were made.

Incidents and complaints in 2024

Status of complaints

RTL Group is not aware of any severe human rights issues during the reporting period. Each report is handled in accordance with the process set out in related guidelines, with an initial assessment followed by investigation by the investigation team. Results are documented by the Compliance department.

Effectiveness review

The effectiveness of the speak-up system is reviewed at least once a year based on:

• Number of complaints received
• Information about the groups of people who have submitted complaints
• Proportion of complaints resolved and complaints for which no remedy could be provided
• Processing time of complaints

Consumer and end-user incidents

In 2024, RTL Group reported 0 serious human rights violations or incidents related to consumers and end-users.

Policies related to affected communities

As a leading entertainment company across broadcast, streaming, content and digital, we have social responsibilities to the communities and audiences we serve. These include raising awareness of important social and environmental issues, particularly those that might otherwise go unreported or under-funded.

We give back to our communities by using our profile to raise public awareness of, and funds for, important social issues. We provide free airtime worth several million euros to charities and non-profit organisations to enable them to raise awareness for their cause.

Processes for engaging with affected communities about impacts

We do this through TV and radio reports, publishing, magazine programmes and series, and on many digital platforms. We are well aware of the care and responsibility we must take as both an opinion former and information provider.

Since 1996, the annual RTL-Spendenmarathon in Germany has raised more than €300 million for children in need. A total of €16,619,389 was donated during the 2024 RTL-Spendenmarathon.

In 2024, we raised €1,454,376 through our Télévie charity events in Luxembourg. The donations support scientific research to fight cancer – particularly leukaemia.

Taking action on material impacts on affected communities

In 2024, the Let's Dance star Motsi Mabuse presented the Johannesburg learning centre 'Timbuktu in the Valley' at the RTL-Spendenmarathon. The learning space provides regular meals, security and individual support to hundreds of children and young people – protecting them from the dangers and violence of the streets. Donations are now used by the Stiftung RTL – Wir helfen Kindern foundation to finance the expansion of Timbuktu in the Valley, providing sanitary facilities, furniture and playground facilities.

Elsewhere, RTL Hungary celebrities took part in Children's Day activities organised by the Serious Fun Camp Foundation. In 2024, RTL Hungary joined the initiative of SOS Children's Villages, to raise awareness of the issue of babies left in hospitals. The channel also broadcast an infotainment programme reporting on the journey of young people in foster care, and the beauty and challenges of being a foster parent.

Policies related to consumers and end-users

Every day, millions of people access RTL Group's content on television, streaming services, digital platforms, magazines and radio across a range of devices. This audience is at the heart of what we do.

The millions of people who turn to us each day for the latest news must be able to trust us. A healthy, diverse and high-quality media landscape is the foundation of a democratic and connected society, which is why our local CEOs act as publishers and do not interfere with editorial decision-making or restrict the independence of our editorial staff. Our editors-in-chief apply rigorous ethical standards and ensure compliance with local guidelines.

We also take great care to protect all media users – especially minors.

Business conduct policies and corporate culture

We believe video is the most complete medium. It engages our minds and captures our hearts. Since our first radio broadcast in 1924, and through the growth of video and digital, our aim has always been to entertain, inform and engage our audiences. This is our role in society.

Our clear set of brand principles defines who we are and what we do. RTL stands for entertainment, independent journalism, inspiration, energy and attitude with one overriding purpose: just inspire. We respect people, nature and the communities we serve. We take a stand and embrace diversity and cohesion, sustainability and humanity. We think internationally and act locally.

Our editors-in-chief apply rigorous ethical standards and ensure compliance with local guidelines. This allows our journalists the freedom to express a range and balance of opinions that reflect the diverse societies we serve.

Management of relationships with suppliers

The creative community section outlines RTL Group's relationship with suppliers:

We succeed in entertainment by building inspiring environments where creative and pioneering spirits can thrive. Our broadcasters and streaming services commission content from production companies or their own in-house producers. Our international production company Fremantle commissions scriptwriters, artists and many other creatives.

Successful programmes attract large audiences that, in turn, attract advertisers who pay us to show their advertisements. This cycle ensures that production companies and other creators are suitably rewarded, so they can continue to develop new, entertaining and compelling content.

Maintaining the integrity of this cycle is crucial, which is why copyright is the lifeblood of our industry. Our commitment to copyright is therefore one important way we add value to society.

Payment practices

Principles of reporting

RTL Group analysed the payment behaviour towards suppliers for supplier invoices issued and paid in the period from 1 October 2023 to 30 September 2024 using a representative sample. There are no uniform standard payment terms for these business relationships. The business relationships analysed cover trade payables.

RTL Group's Code of Conduct defines binding minimum requirements for its business relationships with business partners and is based on principles of internationally recognised standards for responsible corporate governance. Fair payment terms, such as appropriate payment deadlines, create trust, strengthen business relationships, and promote cooperation between RTL Group and its business partners.

Due to the heterogeneity of RTL Group, the standard terms of payment to its suppliers vary depending on the business units, market and countries to ensure flexibility and adaptability to the specific conditions. For this reason, RTL Group has neither a Group-wide payment guideline nor uniform Group-wide standard payment terms. This also applies to small and medium-sized suppliers.

Payment behaviour towards business partners

The majority (94 per cent) of invoices were subject to payment terms of between 0 and 30 days. The average time to settle an invoice was 25 days.

Payment delays and legal proceedings

Payment delays can be caused by factual clarification in the multi-stage invoice approval process and by scheduled payment runs that do not take place daily. There are currently no pending legal proceedings at RTL Group due to late payments.