Company: DO & CO AG
Industry: International Event Catering / Hotel, Restaurant
Country: Austria
Sector: Consumer Discretionary
Company type: Joint-stock company
Revenue (EUR): 1819450000
Employees: 13346

Reported EU Taxonomy activities:
Hotels, holiday, camping grounds and similar accommodation
Transport by motorbikes, passenger cars and light commercial vehicles
Freight transport services by road
Installation, maintenance and repair of energy efficiency equipment
Acquisition and ownership of buildings
Installation, maintenance and repair of charging stations for electric vehicles in buildings (and parking spaces attached to buildings)
Installation, maintenance and repair of instruments and devices for measuring, regulation and controlling energy performance of buildings

EU Taxonomy KPIs (currency: EUR, units: millions)
Turnover:
totalTurnover: value: 1819.45
percentage: 100.00%
eligibleTurnover: value: 7.73
percentage: 0.43%
alignedTurnover: value: 0
percentage: 0.00%
nonEligibleTurnover: value: 1811.71
percentage: 99.57%
CapEx:
totalCapex: value: 167.14
percentage: 100.00%
eligibleCapex: value: 89.36
percentage: 53.46%
alignedCapex: value: 0
percentage: 0.00%
nonEligibleCapex: value: 77.78
percentage: 46.54%
OpEx:
totalOpex: value: 46.39
percentage: 100.00%
eligibleOpex: value: 0
percentage: 0.00%
alignedOpex: value: 0
percentage: 0.00%
nonEligibleOpex: value: 46.39
percentage: 100.00%

{0}------------------------------------------------

### SUSTAINABILITY REPORT 2023/24

DO & CO AKTIENGESELLSCHAFT

DO & CO sustainability report 2023/24 1

{1}------------------------------------------------

DO & CO sustainability report 2023/24 3

| DO & CO AKITENGESELLSCHAFT: SUSTAINABILITY REPORT 2024 |    |
|--------------------------------------------------------|----|
| A. REPORT STRUCTURE.                                   | 6  |
| B. OVERVIEW OF THE RESULTS.                            | 8  |
| C. OVERVIEW OF THE ESG GOALS                           | 10 |
| D. OVERALL STRATEGY                                    | 12 |
| A.BUSINESS MODEL                                       | 16 |
| B.MANAGEMENT BOARD STRUCTURE                           | 18 |
| C.MANAGEMENT APPROACH                                  | 20 |
| D.MATERIALITY & RISK ASSESSMENT.                       | 22 |
| E.MAPPING: MATERIAL TOPICS, GRI AND SDG.               | 24 |
| I.ENVIRONMENT.                                         | 26 |
| 1.E1 CLIMATE CHANGE                                    | 26 |
| 1.1.CLIMATE CHANGE.                                    | 26 |
| 1.1.1.STRATEGY AND IMPACTS.                            | 26 |
| 1.1.2.PERFORMANCE INDICATORS                           | 28 |
| 1.2.ENERGY CONSUMPTION.                                | 29 |
| 1.2.1.STRATEGY AND IMPACTS                             | 29 |
| 1.2.2.PERFORMANCE INDICATORS                           | 30 |
| 2.E2 POLLUTION                                         | 31 |
| 2.1.WASTE.                                             | 31 |
| 2.1.1.STRATEGY AND IMPACTS.                            | 31 |
| 2.1.2.PERFORMANCE INDICATORS                           | 33 |
| 3.E3 WATER.                                            | 34 |
| 3.1.WATER CONSUMPTION                                  | 34 |
| 3.1.1.STRATEGY AND IMPACTS                             | 34 |
| 3.1.2.PERFORMANCE INDICATORS.                          | 35 |

| 4.E4 BIODIVERSITY                                                               | 3 |
|---------------------------------------------------------------------------------|---|
| 4.1.ENVIRONMENTALLY FRIENDLY SOURCING                                           | 3 |
| 4.1.1.STRATEGY AND IMPACTS.                                                     | 3 |
| 4.1.2.PERFORMANCE INDICATORS                                                    | 3 |
| 5.E5 CIRCULAR ECONOMY.                                                          | 3 |
| 5.1.FOOD AND PACKAGING WASTE.                                                   | 3 |
| 5.1.1.STRATEGY AND IMPACTS.                                                     | 3 |
| 5.1.2.PERFORMANCE INDICATORS                                                    | 4 |
| 5.2.SUSTAINABLE PACKAGING                                                       | 4 |
| 5.2.1.STRATEGY AND IMPACTS                                                      | 4 |
| 5.2.2.PERFORMANCE INDICATORS                                                    | 4 |
| 6.EU-TAXONOMY                                                                   | 4 |
| 6.1.INTRODUCTION.                                                               | 4 |
| 6.2.PROCEDURE.                                                                  | 4 |
| 6.3.TURNOVER                                                                    | 5 |
| 6.4.CAPITAL EXPENDITURE, CAPEX                                                  | 5 |
| 6.5.OPERATING EXPENDITURE, OPEX.                                                | 6 |
| 6.6.ACTIVITIES IN THE NUCLEAR ENERGY AND FOSSIL GAS SECTORS (NOTHING TO REPORT) | 6 |
| II.SOCIAL                                                                       | 6 |
| 7.S1 OWN WORKFORCE.                                                             | 6 |
| 7.1.LABOUR PRACTICES.                                                           | 6 |
| 7.1.1.STRATEGY AND IMPACTS                                                      | 6 |
| 7.1.2.PERFORMANCE INDICATORS                                                    | 6 |
| 7.2.OCCUPATIONAL HEALTH AND SAFETY                                              | 6 |
| 7.2.1.STRATEGY AND IMPACTS.                                                     | 6 |
| 7.2.2.PERFORMANCE INDICATORS                                                    | 7 |

# TABLE OF CONTENTS

{2}------------------------------------------------

DO & CO sustainability report 2023/24 5

| 7.3.DIVERSITY                            | 70 |
|------------------------------------------|----|
| 7.3.1.STRATEGY AND IMPACTS               | 71 |
| 7.3.2.PERFORMANCE INDICATORS             | 71 |
| 7.4.EMPLOYEE TRAINING AND DEVELOPMENT    | 72 |
| 7.4.1.STRATEGY AND IMPACTS               | 72 |
| 7.4.2.PERFORMANCE INDICATORS             | 73 |
| 8.S2 WORKERS IN THE VALUE CHAIN          | 74 |
| 8.1.SOCIALLY RESPONSIBLE SOURCING        | 74 |
| 8.1.1.STRATEGY AND IMPACTS               | 74 |
| 8.1.2.PERFORMANCE INDICATORS             | 75 |
| 9.S3 COMMUNITIES                         | 76 |
| 9.1.INDIRECT ECONOMIC IMPАСТ             | 77 |
| 9.1.1.STRATEGY AND IMPACTS               | 78 |
| 9.1.2.PERFORMANCE INDICATORS             | 78 |
| 9.2.LOCAL PRESENCE                       | 78 |
| 9.2.1.STRATEGY AND IMPACTS               | 78 |
| 10.S4 END USERS                          | 80 |
| 10.1.FOOD SAFETY                         | 80 |
| 10.1.1.STRATEGY AND IMPACTS              | 81 |
| 10.1.2.PERFORMANCE INDICATORS            | 81 |
| 10.2.HEALTHY DIET                        | 82 |
| 10.2.1.STRATEGY AND IMPACTS              | 82 |
| 10.2.2.PERFORMANCE INDICATORS            | 82 |
| 10.3.PRODUCT LABELLING & INCLUSIVE MEALS | 83 |
| III.GOVERNANCE                           | 84 |
| 11.G1 GOVERNANCE                         | 84 |
| 11.1.COMPLIANCE WITH ENVIRONMENTAL LAW   | 84 |
| 11.1.1.STRATEGY AND IMPACTS              | 85 |
| 11.1.2.PERFORMANCE INDICATORS            | 85 |
| 11.2.ANTI-CORRUPTION                     | 85 |
| 11.2.1.STRATEGY AND IMPACTS              | 86 |

| 11.3.DATA SECURITY AND PROTECTION 87.       |  |
|---------------------------------------------|--|
| 11.3.1.STRATEGY AND IMPACTS 87              |  |
| 11.3.2.PERFORMANCE INDICATORS 88            |  |
| 11.4.TAXATION AND FINANCIAL TRANSPARENCY 88 |  |
| 11.4.1.STRATEGY AND IMPACTS 89              |  |
| 11.4.2.PERFORMANCE INDICATORS 89            |  |
| E.GRI INDEX 90                              |  |

{3}------------------------------------------------

Image /page/3/Picture/7 description: The image shows a close-up of two plates of food, each featuring a mound of white crab meat topped with green asparagus spears, small green leaves, and edible flowers. The plates are decorated with small green dots of sauce. The text "6 DO & CO sustainability report 2023/24" is visible in the lower left corner of the image.

Image /page/3/Picture/8 description: The image shows a close-up of a textured, off-white surface. The texture consists of small, irregularly shaped flecks or particles scattered across the surface. The flecks are slightly darker than the base color, creating a subtle contrast. The overall impression is that of a rough or speckled material, possibly paper or a similar substance.

# SUSTAINABILITY REPORT 2024

#### DO & CO AKTIENGESELLSCHAFT [ GRI 2-2, GRI 2-3 ]

This Sustainability Report of DO & CO Aktiengesellschaft and its fully consolidated and major operatively active Group companies ("DO & CO", "the company") pursuant to Section 267a and Section 243b of the Austrian Commercial Code ("Unternehmensgesetzbuch", "UGB") was prepared in accordance with the standards of the Global Reporting Initiatives ("GRI") for the period 1 April 2023 – 31 March 2024.This period corresponds to that of the annual financial statements.

DO & CO sustainability report 2023/24 ··· 7

### REPORT STRUCTURE

This report was prepared based on the materiality analysis applied in the previous year (described in detail under "Materiality & Risk Assessment"). The thematic priorities have not changed; only rewording and summaries have been made to improve clarity. In the reporting period 2024/2025, the company will be subject to the new EU regulations under the Corporate Sustainability Reporting Directive (CSRD) and will implement the corresponding regulations. In preparation for this, we have adapted this year's structure to the European Sustainability Reporting Standards (ESRS).

Adapting to evolving regulations and reporting frameworks is an important aspect of our sustainability efforts. We are actively keeping pace with changes such as the CSRD to ensure that our reporting remains comprehensive and meets the latest requirements. To further strengthen relationships with our stakeholders and drive continuous improvement, we have intensified sustainability reporting. In the future, we will continue to refine our sustainability reporting and related processes to present disclosures even more precisely and accurately.

{4}------------------------------------------------

This year has been one of remarkable progress, and I'm proud to celebrate our achievements in environmental, social, and economic responsibility.

DO & CO has always stood for the highest quality and service, no matter the scale. We believe that cooking is more than an assembly line – it's about passion on a plate. This passion translates to sustainability. We understand that a healthy planet underpins the very ingredients that make our culinary experiences exceptional.

Sustainability is not merely an aft erthought; it is an integral component of the DO & CO operational framework. The comnotable outcomes.

It is encouraging to observe a growing customer focus on local and sustainable produce, given that this is where DO & CO began. This focus aligns perfectly with the company's long-standing commitment to responsible sourcing and the minimisation of its environmental footprint. excellent results this year. Going forward, we will continue to pursue this course of action in alignment with our core values.

pany has strategically prioritised key areas such as emissions reduction, waste management, sustainable sourcing, customer well-being and employee development. This focus has yielded DO & CO is pleased to announce continued robust financial performance, marking the second consecutive year of significant growth for the company. The preceding year was characterised by a focus on the recuperation of the international catering business from the impact of the global pandemic. In contrast, the 2023/2024 financial year was dedicated to the pursuit of long-term profitability and sustainable revenue growth. The strategic reorientation that we initiated has already yielded It must be acknowledged that the enviable position we currently occupy would not have been attained without the exemplary efforts and commitment of our highly capable teams. Their unwavering commitment to quality, sustainability, and innovation serves as the driving force behind our success. My sincerest gratitude is extended to every member of the DO & CO family, including dedicated employees, esteemed customers, trusted suppliers, valued investors, and supportive communities. Collectively, we have demonstrated resilience in the face of adversity, emerging from these challenges with enhanced capabilities. Let us persevere in our collaborative endeavour, striving to advance the frontiers of sustainability and effect a beneficial influence on our planet and future generations.

The company has expanded its renewable electricity contracts across Europe, the UK and Turkey. This initiative mitigates the climate risks faced by the company and propels it towards its ambitious net-zero targets by 2030 (scope 1 and 2).

B. Ho Kuiper

### CEO STATEMENT

ATTIL A DOGUDAN, CEO AND FOUNDER OF DO & CO AKTIENGESELLSCHAFT

Attila Dogudan m.p. Chairman of the Management Board Chief Executive Officer (CEO)

Attila Dogudan Jr. Chief Commercial Officer (CCO)

Johannes Echeverria Chief Financial Officer (CFO)

Vienna, 27th of June 2024

Image /page/4/Picture/19 description: The image shows a blue, abstract drawing on a white background. The drawing consists of curved and straight lines that intersect and overlap, forming a complex shape. The lines are thin and appear to be drawn with a pen or marker. The overall impression is that of a stylized signature or doodle.

Bettina Höfinger Chief Legal Officer (CLO)

Sil

M. Serdar Erden Chief Operating Officer (COO)

# COMPANY PROFILE

DO & CO SUSTAINABILITY AT A GLANCE

### **ZERO WASTE TO LANDFILL**

UK and Austria

>3000

New people employed\*\*

49% **OF STAFF LED BY WOMEN** **MEALS SERVED**

OVER 170

MILLION

0 **DATA**

Image /page/4/Picture/25 description: A man in a suit is standing and gesturing with his hands. He is wearing a light blue shirt and a black suit jacket. He has short, gray hair and is looking at the camera. There is a whiteboard in the background.

2.8

**MILLION**

**MEALS**

**DONATED\***

59 %

**PROTECTION BREACHES** 0 **CASES OF CORRUPTION** **OF PRODUCE**

**LOCALLY**

**SOURCED**

3 UNITS **WITH ENVIRONMENTAL MANAGEMENT SYSTEMS IN ISO14001 FRAMEWORK**

**SHARE OF RENEWABLE ELECTRICITY** DOUBLED

\* Meal equivalent

\*\* Including freelancers and agencies workers

8 ··· DO & CO sustainability report 2023/24

{5}------------------------------------------------

### THE DO & CO ESG GOALS

### ENVIRONMENT

SOCIAL

### THE DO & CO ESG GOALS

| EMISSIONS                                                                                  | WASTE & CIRCULARITY                                                                                | SUSTAINABLE SOURCING                                                         |  |  |                                                                                           |                                                                             | CUSTOMER NUTRITION & WELLBEING                                                                      |                                                                      |                                                                                                 |                                                       |
|--------------------------------------------------------------------------------------------|----------------------------------------------------------------------------------------------------|------------------------------------------------------------------------------|--|--|-------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------|----------------------------------------------------------------------|-------------------------------------------------------------------------------------------------|-------------------------------------------------------|
| 40% of activities aligned with<br>environmental management systems by<br>2025, 70% by 2030 |                                                                                                    | Source 70% locally by 2030                                                   |  |  |                                                                                           |                                                                             | Continue to excel<br>across all food<br>safety audits                                               | Share of plantbased<br>meals at 33%<br>by 2025                       | Collaborate<br>with customers to<br>develop sustainable<br>and responsible<br>menu options      | Extend allergy<br>control to all our<br>meals by 2025 |
| Net Zero by 2040                                                                           | Enhance our<br>proprietary waste management<br>solution's operational<br>efficiency                |                                                                              |  |  |                                                                                           |                                                                             | EMPLOYEE DEVELOPMENT & ENGAGEMENT                                                                   |                                                                      |                                                                                                 |                                                       |
| Fully renewable electricity<br>in EU, UK & TÜRKIYE<br>by 2030                              |                                                                                                    | Audits to fully cover supply chain<br>by 2030                                |  |  |                                                                                           |                                                                             | 100%<br>of on-site management<br>& senior leaders ESG<br>trained by 2025                            | Monitor closely and<br>investigate and<br>reports of discrimination. | Increase learning<br>and development<br>opportunities through the<br>DO & CO Academy<br>by 2030 | Transparency in<br>HR-related practices               |
| Phase out fossil fueled vehicles in<br>new purchases by 2030*<br>*Where feasible           | No food waste<br>to landfilling by 2030                                                            |                                                                              |  |  |                                                                                           |                                                                             | GOVERNANCE                                                                                          |                                                                      |                                                                                                 |                                                       |
|                                                                                            |                                                                                                    |                                                                              |  |  | DIVERSITY, INCLUSION & EQUITY                                                             |                                                                             |                                                                                                     |                                                                      |                                                                                                 |                                                       |
| Monitoring and modelling<br>to determine our demand<br>for fresh water                     | No single-use plastic<br>in our operations by 2030*<br>*Where feasible within<br>regulatory limits | Source meat/egg products only from<br>gestation crate-free producers by 2030 |  |  | Zero tolerance<br>policy on discrimination,<br>modern slavery, and<br>child labour cases. | Achieve gender<br>balance in management<br>positions by 2030                | Recruit a representative<br>share of minorities<br>within the countries<br>where we operate by 2030 | Ensure gender<br>gap parity                                          |                                                                                                 |                                                       |
|                                                                                            | Develop paperless processes                                                                        |                                                                              |  |  |                                                                                           | 100% of recruiters having undertaken<br>non-discrimination training by 2025 |                                                                                                     |                                                                      |                                                                                                 |                                                       |

Extend allergy control to all our meals by 2025

Transparency of all HR-related processes

Ensure gender pay

{6}------------------------------------------------

## CONSCIOUS GOURMET ENTERTAINMENT

**DO & CO's mission** extends beyond crafting exquisite cuisine across our Airline Catering, International Event Catering, and Restaurants, Lounges & Hotels divisions. We recognize the impact of a global leader in gourmet entertainment on the environment and society. This is why we strive for strong partnerships, a supportive work environment, and responsible environmental practices.

**Our strategy** leverages market trends to achieve sustainable growth, encompassing financial success alongside environmental and social responsibility. By aligning these ambitions with broader goals, we aim to create long-term value for stakeholders and contribute positively to the world.

**DO & CO,** recognized as "The Gourmet Entertainment Company," curates bespoke experiences defined by premium, additive-free ingredients, and personalized service. Our relentless pursuit of excellence transforms ordinary events into extraordinary culinary encounters, setting new standards for gourmet entertainment.

**Innovation, quality and people** – these are the unwavering pillars upon which DO & CO is built. They form the bedrock of our operations, shaping a singular customer experience synonymous with excellence and ensuring sustainable growth.

Image /page/6/Picture/7 description: The image shows a simple line drawing of a delivery truck. The truck has a rectangular cargo area and a cab with a visible windshield and side window. The truck has four wheels, two on each side. The drawing is in a light green color and is contained within a square frame with rounded corners, also in light green.

#### **NAVIGATING A DYNAMIC SUSTAINABILITY LANDSCAPE**

This report highlights our commitment to Environmental, Social & Governance (ESG) issues. We meet evolving regulations, establishing a solid foundation for broader sustainability efforts. It details our adherence to specific ESG regulations and implemented actions – a significant step on our journey. Compliance is crucial and sets the bedrock for development. We are actively looking forward to upcoming regulation and exploring improvement and integration areas through frameworks like Environmental Management Systems ("EMS", ISO14001), CDP (Carbon Disclosure Project), and EcoVadis. Using current and future frameworks and legislation as the core we are setting strong foundations for more efficient improvement.

Image /page/6/Picture/10 description: The image shows a simple line drawing of two people and a stack of money inside a rounded square. The people are depicted with smiling faces. One person is wearing a tie. The stack of money is in the lower left corner of the square. The drawing is in light green, and the square has a dark green border.

#### **THE TWIN TRANSITION: BUSINESS EXCELLENCE SOLUTIONS**

To enable efficient and effective implementation of legislation and frameworks while ensuring sustainable growth, DO & CO embraces the Twin Transition. This approach involves transitioning to a more digital world and a more sustainable one simultaneously. The Twin Transition aligns digital strategies with sustainability strategies, creating a synergy that amplifies improvements, drives productivity, supports business development, and identifies risk areas.

The effectiveness and development of cross-departmental programs such as the Twin Transition are key motivators for us to continue embedding sustainability into our operations. By aligning IT and Sustainability strategies with business optimization, we enhance the measurement, monitoring, and continual improvement of both environmental aspects and critical business processes.

Traditional sustainability, as defined in the 1987 "Report of the World Commission on Environment and Development: Our Common Future", remains a core principle, focusing on meeting present needs without compromising the ability of future generations to meet theirs. Digital solutions act as powerful accelerators in this context. The "sweet spot" is where digital solutions and sustainability efforts enhance each other. By leveraging the amplification effect of the Twin Transition, DO & CO aims to improve productivity, support operations, and identify risk areas more effectively. nagement plans and the use of responsibly grown local produce. DO & CO embraces this challenge and sees it as an opportunity to partner more closely with our customers. We are eager to support these evolving needs and exceed expectations. Through collaboration, we can deliver exceptional experiences while minimizing environmental impact.

For instance, For instance, our integrated digital systems are enabling the real-time tracking of energy consumption, together with our expansion of our renewable energy focus leading to a 33% reduction in our Scope 1 and Scope 2 market-based emissions over the past year. Additionally, cross-functional teams collaborate closely to innovate solutions that streamline operations and reduce resource use, such as automated systems that adjust energy usage based on real-time data.

#### **A GROWING TREND: SUSTAINABLE EVENTS**

A growing trend is the demand for sustainable or eco events, with customers increasingly requesting information about a project's carbon footprint, the social impact of meals, waste ma-

Image /page/6/Picture/20 description: A chef is carefully plating a dish with a spoon. The chef is wearing a black uniform and is focused on the task at hand. The dish is on a white plate and has a variety of ingredients, including greens, sauces, and garnishes. The background is a commercial kitchen with stainless steel appliances and equipment.

THE DO & CO STRATEGY Team innovation and departmental leadership play a crucial role in championing these initiatives, fostering a culture that values sustainability and technological advancement. Achieving business excellence while minimizing environmental impact becomes straightforward—a touch of a button allows us to track and optimize these efforts efficiently. This integrated approach ensures that we not only meet regulatory requirements but also drive industry standards, preparing and improving benchmarks for sustainable business practices.

{7}------------------------------------------------

THE DO & CO STRATEGY

#### **THE CHALLENGE OF EU WASTE REGULATIONS**

Adding to the complexity in airline catering is the disparity in managing catering waste due to EU legislation. While catering waste within the EU can be efficiently processed, reused, and recycled, stricter rules apply to waste generated on flights outside the EU, hindering these efforts. We advocate and support our customers and industry colleagues in their call for simplifying and harmonizing cabin waste regulations while supporting the development of circular economy solutions.

#### **HOSPITALITY AT ITS CORE: CULTIVATING TALENT FROM WITHIN**

DO & CO transcends serving food, we cultivate experiences. We create unforgettable moments of excellence, and joy. Knowing guests remember how we make them feel fuels our pursuit of surpassing expectations and exceptional quality. We meticulously assemble a diverse team specific to each event, empowering them to consistently achieve the extraordinary. Maintaining this standard is our art form, and we proudly welcome back seasoned service professionals' event after event.

In addition to the delivery of exquisite cuisine, the heart of our service is the unmatched guest experience delivered by our front-of-house team. Their global event experience ensures we surpass even the most intricate client needs. Cultural agility and multilingual communication nurtures deeper connections, enabling personalized service. Strategic leadership and a profound understanding of the DO & CO ethos empower our team to exemplify excellence, efficiency, and seamless collaboration. This synergy of international and local expertise guarantees flawless event execution, upholding the impeccable DO & CO brand.

#### **INVESTING IN OUR PEOPLE: GROWTH CULTURE**

Understanding and embracing our core values of service and the art of cultivating experiences empowers individuals to develop and thrive within our company. True hospitality and teamwork remain industry cornerstones. We prioritize fostering and promoting internal talent, creating a dynamic environment that encourages exploration, knowledge expansion, and pushing boundaries at all levels. This commitment is reflected in the fact that a significant portion of our executive team rose through the ranks of DO & CO, from starting in summer jobs or joining our mid-level teams and advancing to oversee unit and event operations globally. By investing in our people's growth, we empower them to shape the company's future alongside experienced mentors.

#### **A SUSTAINABLE FUTURE**

Our long-term objectives include achieving ISO 14001 alignment globally and adopting eco-labelling/green event frameworks and offerings, as requested by customers. While we build this foundation, we are confident in our progress towards a sustainable future.

This report details the complexities we face and the actions we are taking to ensure a sustainable future where exceptional culinary experiences go together with environmental and social responsibility.

Image /page/7/Picture/12 description: A high-angle, close-up shot captures a culinary creation presented on a white plate. The dish features a stuffed vegetable, possibly eggplant or a similar variety, filled with a mixture of ingredients that include what appears to be cheese, diced vegetables, and herbs. Fresh cilantro sprigs are generously scattered over the filling, adding a vibrant green contrast to the dish. The plate is decorated with a swirl of green sauce, which adds an artistic touch and complements the dish's colors. Small, scattered pieces of what might be cheese or nuts are also visible on the plate, contributing to the overall presentation. The lighting is bright and highlights the textures and colors of the food, making it visually appealing. The background is a mix of white and a light green design, which provides a clean and modern aesthetic.

## CONSCIOUS GOURMET ENTERTAINMENT

{8}------------------------------------------------

# DO & CO BUSINESS MODEL

[ GRI 2-1, GRI 2-6 ]

#### **GLOBAL REACH**

DO & CO's commitment to outstanding services extends around the world. Our strategic locations are spread across three continents and are constantly expanding. Together with a network of 33 gourmet kitchens, we guarantee our global clientele unparalleled reach and unsurpassed quality.

Image /page/8/Picture/9 description: The image shows a collection of design sketches and two physical objects. The sketches appear to be conceptual designs for a product, possibly a container or tray. The sketches include dimensions, notes on materials (metal), and considerations for the form. The text in the image includes phrases like "Dimensions," "Form," "Metal," "Possible logo," and "Olive access." There are also handwritten notes with measurements and technical details. The two physical objects are dark, oval-shaped trays or containers, one positioned at the top and the other at the bottom of the image. The overall composition suggests a design process, from initial sketches to physical prototypes.

#### **INNOVATION AT OUR CORE**

Innovation is the beating heart of DO & CO. We dedicate significant resources to research and development, constantly refining service concepts with a focus on elevated meal experiences, pioneering packaging solutions, and the design of innovative equipment and tableware.

#### **GROWTH IN THE BUSINESS**

Diverse Divisions, a cornerstone of the DO & CO experience, operates under a comprehensive business model encompassing three core divisions: 1) Airline Catering, 2) International Event Catering, and 3) Restaurants, Lounges & Hotels. Each division plays a vital role in solidifying our presence within the hospitality industry.

The majority of our revenue, approximately 76%, is generated through our renowned airline catering services. We take immense pride in serving major carriers such as Turkish Airlines, British Airways, Iberia, Austrian Airlines, Delta Air Lines, Emirates, Qatar Airways, and over 50 others. As part of our steadfast commitment to sustainability, we work closely with our customers to offer a wider range of sustainable options, including an increased focus on plant-based products. This collaborative approach enables us to contribute to a more environmentally conscious airline industry whilst delivering exceptional culinary experiences to passengers.

> DO & CO maintains its impressive growth trajectory, achieving a **28.2%** revenue increase for the second year in a row, reaching EUR 1.82 billion in revenue. The focus shifted from pandemic recovery to long-term profitability, boosting the EBIT margin to 7.5% and setting the company as an industry leader. Financial strength is evident with increased cash reserves and a reduced debt ratio. Share prices soared, and a dividend **of EUR 1.5 per share** is projected. Earnings reached record highs, though impacted by accounting regulations in Türkiye.

Image /page/8/Picture/12 description: The photograph captures the interior of a sophisticated restaurant or lounge area, characterized by its modern design and warm lighting. The space is divided into distinct sections, with a semi-transparent metal mesh screen partially obscuring a dining area in the background, creating a sense of depth and intrigue. The foreground features a lounge area with round tables and a mix of red and cream-colored chairs, arranged to encourage intimate conversations. A woman in a red outfit is walking through the space, adding a dynamic element to the scene. The walls are a textured concrete, punctuated by dark-framed windows and decorative light fixtures that cast a soft glow. The flooring appears to be wood, contributing to the overall warmth of the ambiance. The composition of the photograph is carefully arranged to highlight the different textures and materials used in the design, creating a visually appealing and inviting space.

Around 16% of our revenue stems from our thriving events business. This ranges from providing catering to prestigious international events like the F1 (Formula 1) Grands Prix, UEFA Champions League and European Cup matches, Mutua Madrid Open Tennis Tournament, and providing support for smaller scale events for them to achieve local Ecolabel certifications. The remaining portion of our revenue is derived from our acclaimed restaurants, lounges, and hotels.

We emphasize sourcing high quality products with preference for local and ethically produced ingredients, actively minimising food waste, and fostering awareness of our resource footprint among our valued guests. By offering an exceptional dining experience that aligns with sustainable principles, we contribute to a more conscious and responsible approach to hospitality. As stated, our key revenue stream is the delivery of gourmet culinary & entertainment services.

Image /page/8/Picture/6 description: A man is sitting in an airplane seat and eating a meal. He is holding a fork and knife in his hands and looking down at his plate. The meal consists of a piece of meat, some vegetables, and a sauce. There is also a glass of juice on the tray table in front of him. The man is wearing a light brown sweater and a watch. The airplane window is visible in the background.

Image /page/8/Picture/14 description: A person is pouring liquid from a white cup onto a plate of assorted sashimi. The plate contains slices of raw fish, including tuna, salmon, and eel, as well as lemon wedges, wasabi, and shredded radish. The plate is sitting on a bed of ice, and there is a cloud of vapor surrounding the food.

{9}------------------------------------------------

Image /page/9/Picture/0 description: A caricature depicts an older man in a blue military-style jacket with gold buttons and epaulettes, adorned with medals. He has a large nose, white mustache, and his eyes are closed as he extends his tongue towards a piece of chocolate cake with a dollop of cream on a silver plate. In his other hand, he holds a gold fork. To the right of the cake is a white and gold teacup and saucer. The background is plain white.

### MANAGEMENT BOARD STRUCTURE [ GRI 2-9, GRI 2-11 ]

The Management Board of DO & CO Aktiengesellschaft was expanded to five members due to its strong international growth. In addition to the existing members of the Management Board

- Attila Dogudan, Chief Executive Officer (CEO) and
- Attila Dogudan Jun., Chief Commercial Officer (CCO),

ed with different parts of our operations,
n, Transportation and Event Management.

the following new members were appointed with effect as of 1 September 2023:

- M. Serdar Erden, Chief Operating Officer (COO)
- Johannes Echeverria, Chief Financial Officer (CFO)
- Bettina Höfinger, Chief Legal Officer (CLO)

MANAGEMENT ACCOUNTABILITY

BOARD OVERSIGHT

BI-ANNUAL REPORTING ON ESG & AUDITING AGENDA

## OUR SUPERVISORY BOARD

Oversees the company's Management Board representing and
promoting the shareholders' interests. The Supervisory Board consists of 4 members:

| CHAIRMAN:                  | 2ND DEPUTY CHAIRMAN:   |
|----------------------------|------------------------|
| Dr. Andreas Bierwirth      | Dr. Cem M. Kozlu       |
| 1ST DEPUTY CHAIRMAN:       | MEMBER:                |
| Dr. Peter Hoffman-Ostenhof | Mag. Daniela Neuberger |

NOMINATION
COMMITTEE
Reviews the composition
of the Supervisory Board,
assisting in its management.

REMUNERATION
COMMITTEE
Determines the
remuneration framework
including links to ESG and
governance clauses.

ESG COMMITTEE
Oversees our ESG agenda,
corporate responsibility
and provides relative
guidance.

AUDIT COMMITTEE
Monitors the integrity of
our financial statements,
internal and external
auditing.

## OUR MANAGEMENT BOARD

OUR CEO
ATTILA DOGUDAN
Our CEO and Founder oversees
all operations and delivery of
the company's strategy.

CHIEF FINANCIAL
OFFICER (CFO)
JOHANNES ECHEVERRIA

CHIEF COMMERCIAL
OFFICER (CCO)
ATTILA DOGUDAN JR.

CHIEF OPERATING
OFFICER (COO)
M. SERDAR ERDEN

CHIEF LEGAL OFFICER (CLO)
BETTINA HÖFINGER

INTERNAL AUDIT
Assesses the effectiveness of our risk management,
control, and governance processes. and makes
recommendations on how to improve those.

SUSTAINABILITY DEPARTMENT
Defines the company's Sustainability Road-map
and supports the Management Board, providing insight
into regulation and initiatives.

FUNCTIONAL DEPARTMENTS
DO & CO is divided into departments, tasked with different parts of our operations,
such as Procurement, HR, Industrial Design, Transportation and Event Management.

{10}------------------------------------------------

## SUSTAINABILITY ORIENTED MANAGEMENT APPROACH

As a company we adhere to principles of customer focus, innovation, excellence, quality, and profitability, which guide all significant business decisions. DO & CO has achieved sustainable revenue growth and increased profitability, with a focus on long-term profitability in the fiscal year 2023/2024. To further strengthen stakeholder relationships and drive continuous improvement, we have intensified sustainability reporting. We utilize leading standards like:

- GRI
- CDP
- MSCI
- Sustainalytics
- ISS
- Refinitiv
- CSA-SP
- EcoVadis (Bronze Certified)
- ISO14001 framework for comprehensive reporting.

It is our firm conviction that setting targets in accordance with the SBTi criteria remains the optimal approach. We continue to uphold our commitment to Net-Zero by 2040. We are currently engaged in discussions with the SBTi to secure their approval of our targets during the next period. Concurrently, we are developing a different methodology for calculating emissions with the objective of enhancing the precision and reliability of our emission reports. The inherent complexity of calculations, particularly those pertaining to scope 3 emissions, has prompted us to re-examine our initial targets. The current lack of available solutions for evaluating scope 3 emissions, particularly Forest, Land and Agriculture (FLAG) emissions, has led us to undertake in-depth studies of our targets in the coming period. This will enable us to identify the resources required to achieve the stated goals.

#### **MATERIALITY ASSESSMENT**

The process to prepare and assess Environmental, Social and Governance issues begins by developing a survey intended to identify the key aspects with regard to sustainability within the Company. It refers to Environmental, Social and Governance issues and intends to identify key aspects. The questions were elaborated after a comprehensive analysis of standards as well as the evaluation of issues customary in the industry and benchmarking. Internal experts from various business lines were invited to take part in the survey and share their views. These employees work in areas such as General Management, the Human Resources department, the finance department, Quality Management, Sustainability Management, the IT department, procurement, and many more. Both internal experts and external stakeholders were chosen carefully, taking into account their significance to the Company and the depth of their insight into the business and the challenges. This selection ensures that both internal and external perspectives are reflected, adding value to our decision-making and strategic direction.

Internal experts were chosen based on their in-depth knowledge of internal processes, workflows and structures. They have a unique perspective on the Company's targets as well as corporate values and culture and are able to provide deep insights based on first-hand experience. Their involvement enables us to precisely identify internal opportunities and challenges, and to develop customised solutions that are tailored to our specific needs.

External stakeholders were chosen based on their relevance to and impact on the Company as well as their technical knowledge and expertise in relevant areas. These stakeholders include clients, suppliers, investors, and many more. Their perspectives are decisive in un-

Image /page/10/Picture/16 description: A medium shot of the Demel bakery in Vienna, Austria, as seen through the window. The bakery's name, "DEMEL," is prominently displayed at the top of the window, with the words "K.U.K. Hofzuckerbacker" and "1786" beneath it. Below that, the words "WIENER KAISERSCHMARRI" are visible. A chandelier hangs inside the bakery, and several people are visible inside, including a chef in a white hat and apron. In the foreground, the back of a woman's head is visible, and several people are sitting at tables.

derstanding trends, market developments, regulatory requirements as well as expectations prevalent in society. In addition, they give valuable insight into best practices, innovative solutions and future challenges.

By involving both internal experts and external stakeholders in our decision-making processes, we ensure a holistic and balanced approach to relevant topics and issues. Their different perspectives and experiences contribute to improving the quality of our decisions, mitigating risks and taking advantage of opportunities.

In the course of the surveys the participants were able to both make quantitative estimates and give qualitative answers. The key issues identified were elaborated and documented in the course of these surveys. They were asked to take into account the Company's environmental impact as well as the resulting consequences and the financial impact associated with this risk or opportunity. In the course of the surveying process to identify key Environmental, Social and Governance issues, internal experts and external stakeholders were involved to ensure a comprehensive and balanced evaluation. The analysis included all relevant aspects which were contemplated both from a qualitative and from a quantitative perspective. Key issues are listed in the following:

{11}------------------------------------------------

### E.MAPPING: MATERIAL TOPICS, GRI AND SDG

T15 Socially responsible sourcing

Social criteria for suppliers referring to compliance with human rights, labour standards, measures against child and forced labour as well as the respecting of the rights

of indigenous peoples.

S2 Workers in the value chain

**SOCIAL ENGAGEMENT**

T16

impact and local

presence

Prioritisation of opportunities for local communities and

companies.

S3

Communities

T17 Food safety

Compliance with the highest standards for food quality, hygiene standards and food refrigeration to ensure the

integrity of our products.

S4 End-users

T18 Security of guests Ensuring a high level of security at airports, on airlines,

at lounges and events. S4 End-users

T19 Healthy nutrition

Physiological impact on the nutrition of our consumers by offering diverse healthy and nutritious foods and

beverages.

S4 End-users

T20 Product labelling

Transparent product labelling, giving clients access to exact and appropriate information as well as responsi-

ble advertisement.

S4 End-users

Abbre-

viation Topics Description Strategic Pillar

**ENVIRONMENTAL STEWARDSHIP**

T1 Climate change

The impact of chronic and acute physical risks of climate change on our business and how we contribute to

their deterioration or mitigation.

E1 Climate change

T2 Energy consumption Impact of energy use, energy efficiency and the

emissions associated with energy consumption.

E1 Climate change

T3 Transport emissions Direct Scope 1 emissions from our logistics operations

related to the transfer of products and services.

E1 Climate change

T4 Emissions in the value chain

Indirect downstream Scope 3 emissions from our value

chain.

E1 Climate change

T5 Packaging waste Packaging from restaurants, purchased items as well as

items disposed of by clients. E2 Pollution

| Abbreviation | Topics                            | Description                                                                                                                                                                            | Strategic Pillar    |
|--------------|-----------------------------------|----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|---------------------|
| T1           | Climate change                    | The impact of chronic and acute physical risks of climate change on our business and how we contribute to their deterioration or mitigation.                                           | E1 Climate change   |
| T2           | Energy consumption                | Impact of energy use, energy efficiency and the emissions associated with energy consumption.                                                                                          | E1 Climate change   |
| T3           | Transport emissions               | Direct Scope 1 emissions from our logistics operations related to the transfer of products and services.                                                                               | E1 Climate change   |
| T4           | Emissions in the value chain      | Indirect downstream Scope 3 emissions from our value chain.                                                                                                                            | E1 Climate change   |
| T5           | Packaging waste                   | Packaging from restaurants, purchased items as well as items disposed of by clients.                                                                                                   | E2 Pollution        |
| T6           | Food waste                        | Waste from the preparation of food, rejects, spillage, overproduction or over-ordering.                                                                                                | E2 Pollution        |
| T7           | Water consumption                 | Water management as well as prevention and control of contamination.                                                                                                                   | E3 Water            |
| T8           | Biodiversity protection           | Protection of biodiversity near our workplaces affected by our purchasing behaviour.                                                                                                   | E4 Biodiversity     |
| T9           | Occupational Health and Safety    | Environmental criteria for suppliers, including local origin, seasonality and ecological production.                                                                                   | E4 Biodiversity     |
| T10          | Sustainable packaging             | Sustainable origin, manufacturing (recycled, reused) and disposal method (recyclable, biodegradable) of the materials used in production.                                              | E5 Circular economy |
| T11          | Labour Practices                  | Compliance with responsible labour standards at our own operating sites, including freedom of association, collective bargaining and ensuring adequate working times and living wages. | S1 Own workforce    |
| T12          | Occupational Health and Safety    | Mitigation of risks or negative impact on health and mental health associated with stress, working time, night shifts and accidents at work.                                           | S1 Own workforce    |
| T13          | Diversity                         | Promotion and emphasising the significance of diversity and inclusion within the workforce to create a safe and fair working environment.                                              | S1 Own workforce    |
| T14          | Employee training and development | Provision of training modules for career, skills, performance and personal development at all levels, including executive board, management and employees at the departments.          | S1 Own workforce    |

T6 Food waste Waste from the preparation of food, rejects, spillage,

overproduction or over-ordering. E2 Pollution

T7 Water consumption Water management as well as prevention and control of

contamination. E3 Water

T8 Biodiversity protection Protection of biodiversity near our workplaces affected

by our purchasing behaviour. E4 Biodiversity

T9 Green sourcing Environmental criteria for suppliers, including local

origin, seasonality and ecological production. E4 Biodiversity

T10 Sustainable packaging

Sustainable origin, manufacturing (recycled, reused) and disposal method (recyclable, biodegradable) of the

materials used in production.

E5 Circular economy

**SOCIAL ENGAGEMENT**

T11 Working conditions

Compliance with responsible labour standards at our own operating sites, including freedom of association, collective bargaining and ensuring adequate working

times and living wages.

S1

Own workforce

T12 Health and safety at work

Mitigation of risks or negative impact on health and mental health associated with stress, working time,

night shifts and accidents at work.

S1

Own workforce

T13 Diversity

Promotion and emphasising the significance of diversity and inclusion within the workforce to create a safe and

fair working environment.

S1

Own workforce

T14 Employee training and development

Provision of training modules for career, skills, performance and personal development at all levels, including executive board, management and employees at

the departments.

S1

Own workforce

S2 Workers in the value chain

| SOCIAL ENGAGEMENT       | T15 | Socially responsible<br>sourcing                             | Social criteria for suppliers referring to compliance with<br>human rights, labour standards, measures against child<br>and forced labour as well as the respecting of the rights<br>of indigenous peoples. | S2 Workers in<br>the value chain |
|-------------------------|-----|--------------------------------------------------------------|-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|----------------------------------|
|                         | T16 | Indirect economic<br>impact and local<br>presence            | Prioritisation of opportunities for local communities and<br>companies.                                                                                                                                     | S3<br>Communities                |
|                         | T17 | Food safety                                                  | Compliance with the highest standards for food quality,<br>hygiene standards and food refrigeration to ensure the<br>integrity of our products.                                                             | S4 End-users                     |
|                         | T18 | Security of guests                                           | Ensuring a high level of security at airports, on airlines,<br>at lounges and events.                                                                                                                       | S4 End-users                     |
|                         | T19 | Healthy diet                                                 | Physiological impact on the nutrition of our consumers<br>by offering diverse healthy and nutritious foods and<br>beverages.                                                                                | S4 End-users                     |
|                         | T20 | Product labelling                                            | Transparent product labelling, giving clients access to<br>exact and appropriate information as well as responsi<br>ble advertisement.                                                                      | S4 End-users                     |
| GOVERNANCE & COMPLIANCE | T21 | Diverse and inclusive<br>meals                               | Provision of meals suitable for various religious and<br>cultural backgrounds as well as dietetic requirements.                                                                                             | S4 End-users                     |
|                         | T22 | Soft and hard impact of<br>events                            | Raising awareness, exchanging knowledge and good<br>practices by implementing sustainability initiatives at<br>events.                                                                                      | S4 End-users                     |
|                         | T23 | Compliance with envi<br>ronmental legislation                | Compliance with international declarations, conventi<br>ons and treaties as well as national, regional and local<br>requirements.                                                                           | G1 Business<br>conduct           |
|                         | T24 | Anti-corruption                                              | Compliance with all applicable legislation as well as<br>ensuring that training on anti-corruption and regulating<br>the corresponding patterns of behaviour takes place.                                   | G1 Business<br>conduct           |
|                         | T25 | Anti-competitive<br>conduct                                  | Detection and prevention of efforts regarding price<br>fixing and coordinating price offers that lead to market<br>restrictions or client/region quotas.                                                    | G1 Business<br>conduct           |
|                         | T26 | Data security and data<br>protection                         | Compliance with existing data protection laws or volun<br>tary standards to protect client data.                                                                                                            | G1 Business<br>conduct           |
|                         | T27 | Taxation and transpa<br>rent finances                        | Ensuring compliance and transparency of the tax re<br>cords of our international and public financial presence.                                                                                             | G1 Business<br>conduct           |
|                         | T28 | Expenses and invest<br>ments for environmental<br>protection | Costs that DO & CO bears to protect the environment<br>from impact and risks.                                                                                                                               | G1 Business<br>conduct           |

{12}------------------------------------------------

#### **WORKING TO REDUCE FOOD WASTE AND PRIORITIZE OFFERING** LOCAL AND SEASONAL PRODUCE.

| Climate change                                        | Chapter 1.1          | 305-1, 305-2, 305-4, 305-5 |                                  |
|-------------------------------------------------------|----------------------|----------------------------|----------------------------------|
| Energy consumption                                    | Chapter 1.2          | 302-1, 302-3, 302-4        |                                  |
| Transport emissions                                   | Chapter 1.2          | 302-1, 302-3, 302-4        | SDG 6<br>SDG 7                   |
| Emissions in the value chain                          | Chapter 1.2          | 302-1, 302-3, 302-4        | SDG 13<br>SDG 14                 |
| Packaging waste                                       | Chapters 2.1 and 5.1 | 306-1, 306-2, 306-3        | SDG 15                           |
| Food waste                                            | Chapters 2.1 and 5.1 | 306-1, 306-2, 306-3        |                                  |
| Water consumption                                     | Chapter 3.1          | 303-3                      |                                  |
| Biodiversity protection                               | not material         | not applicable             | not applicable                   |
| Enviromentally Friendly Sourcing                      | Chapter 4.1          | not applicable             | SDG 6 SDG 14                     |
| Sustainable packaging                                 | Chapter 5.2          | not applicable             | SDG 7 SDG 15<br>SDG 13           |
| Labour Practices                                      | Chapter 7.1          | 401-1                      |                                  |
| Occupational Health and Safety                        | Chapter 7.2          | 403-1, 403-2, 403-4, 403-5 |                                  |
| Diversity                                             | Chapter 7.3          | 405-1                      | SDG 2<br>SDG 3                   |
| Employee training and development                     | Chapter 7.4          | 404-1, 404-2               | SDG 4<br>SDG 5                   |
| Socially responsible sourcing                         | Chapter 8.1          | 414-1                      | SDG 8<br>SDG 9<br>SDG 12         |
| Indirect economic impact and local presence           | Chapters 9.1 and 9.2 | 413-1, 413-2               |                                  |
| Food safety                                           | Chapter 10.1         | 416-1, 416-2               |                                  |
| Security of guests                                    | not material*        | not applicable             | not applicable                   |
| Healthy diet                                          | Chapter 10.2         | 416-1, 416-2               | SDG 2                            |
| Product labelling                                     | Chapter 10.3         | not applicable             | SDG 8<br>SDG 3<br>SDG 9<br>SDG 4 |
| Diverse and inclusive meals                           | Chapter 10.3         | not applicable             | SDG 12<br>SDG 5                  |
| Soft and hard impact of events                        | not material         | not material               | not applicable                   |
| Compliance with environmental legislation             | Chapter 11.1         | 2-27                       | SDG 8<br>SDG 16<br>SDG 9         |
| Anti-corruption                                       | Chapter 11.2         | 205-1, 205-2, 205-1        | SDG 17<br>SDG 12                 |
| Anti-competitive conduct                              | not material         | not material               | not applicable                   |
| Data security and data protection                     | Chapter 11.3         | 418-1                      | SDG 8<br>SDG 16                  |
| Taxation and transparent finances                     | Chapter 11.4         | 207-1                      | SDG 9<br>SDG 17<br>SDG 12        |
| Expenses and investments for environmental protection | not material         | not material               | not applicable                   |

| MATERIALITY TOPIC | REFERENCE | GRI | SDG |
|-------------------|-----------|-----|-----|
|                   |           |     |     |

\*The safety of guests has already been adequately considered in this analysis, as extensive measures have already been implemented to ensure the safety of our customers and end consumers. This is particularly evident in chapters 10.1 Food safety, 10.2 Healthy diet and 10.3 Product labelling and inclusive meals. Strict adherence to the highest quality standards and rigorous controls serve to minimise or eliminate potential health risks. In addition, our products are clearly and fully labelled to promote informed decisions and avoid allergen risks. In section 11.3 Data security and protection, we ensure the secure processing and storage of sensitive data. We also work closely with airlines and event organisers to ensure that the safety of passengers and guests is guaranteed. These comprehensive measures demonstrate our commitment to the safety and well-being of all our customers and guests, while emphasising that guest safety remains a key priority for our company.

Image /page/12/Figure/4 description: This is a scatter plot with the x-axis labeled from 3 to 5.2 and the y-axis labeled from 3 to 4.6. The plot shows the perspective of external stakeholders on the y-axis and the perspective of internal stakeholders on the x-axis. A horizontal line is drawn at y=3.5, labeled as the "Materiality threshold". A vertical line is drawn at x=4.0. There are several data points labeled T1, T2, T3, T4, T5, T6, T7, T8, T9, T10, T11, T12, T13, T14, T15, T16, T17, T18, T19, T20, T21, T22, T23, T24, T25, T26, T27, and T28 scattered across the plot.

Image 1: Mapping of the material topics

{13}------------------------------------------------

## I.ENVIRONMENT 1.E1 CLIMATE CHANGE

Image /page/13/Picture/18 description: This document discusses climate change and its impact on business strategy. It mentions the company's commitment to reducing greenhouse gas emissions and aligning with the goals of the 2016 Paris Agreement. The document also highlights the importance of monitoring direct and indirect emissions, engaging with partners to assess carbon emissions, and implementing sustainable practices. Additionally, it addresses the challenges and opportunities in the food and beverage sector due to climate change, as well as the company's efforts to improve transport efficiency and reduce food waste.

[ GRI 305 – 1, GRI 305 – 2, GRI 305 – 4, GRI 305 – 5 ]

We recognise the complex and important connection between food systems and the planet's health. We also recognise the risk of climate change to our business and

#### **1.1.1.STRATEGY AND IMPACTS**

The global scientific community, including the Intergovernmental Panel on Climate Change (IPCC), recognizes greenhouse gas (GHG) emissions as the primary driver of climate change. These emissions contribute to rising temperatures, declining air quality, and other detrimental effects on Earth's ecosystems. Given our global operations, we understand the impact we have on climate change. We are committed to re-evaluating our practices and aligning with the goals of the 2016 Paris Agreement, aiming to limit global temperature increase to 1.5°C.

Demonstrative of this commitment, we joined the Science Based Targets initiative (SBTi) in 2023 and are actively developing ambitious, science-based, short-term to long-term targets for GHG reduction. However, our initial assessment lacked a level of granularity that is now necessary due to increase in business activities and to the complexity of our industry and supply chains in general. We recognise that the data and collection could be inclusive, therefore we have initiated a further deep dive to ensure a more comprehensive picture. To address this, we are implementing new software and monitoring frameworks to ensure accurate data collection and alignment with relevant benchmarks.

As part of our ongoing efforts, we are continuously improving the efficiency of our buildings and operating equipment. This includes implementing Environmental Management Systems ("EMS") and Building Energy Management Systems ("BEMS") to establish a solid foundation for accelerating GHG reduction.

Beyond energy efficiency, we prioritize compliance with waste regulations and explore cost-reduction opportunities through waste minimization strategies. We recognize this as a crucial step on our journey to reducing our emissions. In addition to operational changes, we address climate change within our food systems, a significant source of emissions. We actively work to reduce food waste and prioritize offering local and seasonal

Image /page/13/Picture/20 description: A person is holding a rectangular container filled with various foods, including hummus, salad, and vegetables. The container is made of a light-colored material, possibly cardboard or a similar eco-friendly material. The salad appears to have lettuce, tomatoes, cucumbers, and a white creamy dressing. The vegetables include roasted red peppers and zucchini. The person is holding a white plastic fork in their other hand, poised to eat the food. The person is wearing a colorful patterned shirt with a coral-colored sleeve and white pants. In the background, there is a woven basket and a white book, suggesting a picnic setting.

produce. This not only reduces our carbon footprint but ensures the freshest ingredients for our culinary creations.

It has become crucial to monitor and understand both our direct and indirect emissions, particularly those stemming from our primary production source – food. These emissions, especially those falling under the Forest, Land and Agriculture (FLAG) categories, play a significant role in our environmental impact. While individual emissions may seem insignificant, their collective effect and impact is substantial. Thus, we recognize that even the smallest ingredient or quantity can contribute to our carbon footprint. Driven by this awareness, we actively engage with partners to assess the carbon emissions of our menus. This collaboration not only aids in evaluating emissions but also facilitates menu diversification, allowing us to offer customers options with varying CO2-e footprints. Furthermore, this initiative serves to educate and inform consumers about the environmental implications of their choices, empowering them to make more sustainable decisions.

The implementation of new transportation management systems both across our event business and in airports has improved transport efficiency and routing. In our airport segment we have reduced transport time to and from the aircraft, saving waiting times, minimising delays, and reducing our emissions.

In the food and beverage sector, companies like DO & CO face distinct challenges, risks, and opportunities because of shifting climatic conditions. Climate change poses a significant test for our business, given our high reliance on external environmental factors. For instance, climate-related disruptions can jeopardize our suppliers and events may be interrupted, postponed, or cancelled due to extreme weather events. It is also important to note the growing customer and stakeholder consciousness for products and services that are climate sensitive.

are creating opportunities to ensure a strong business as well as a strong planet – extending our quality without compromising our planet.

The volatility in weather patterns, leading to events such as droughts, floods, and heatwaves, can disrupt agricultural supply chains, impacting the availability and quality of ingredients essential for our culinary offerings. To mitigate these risks, we must ensure our products align with seasonal variations. Local sourcing has been a cornerstone of our operations since our inception, reflecting our commitment to fresh, high-quality foods. This practice ensures product freshness and reduces transportation-related emissions, contributing to a more sustainable cycle.

Furthermore, by sourcing locally, we honour and celebrate the countries where we host events, reinforcing our dedication to local communities. Rising temperatures and extreme weather events present operational challenges across our global facilities. Heat stress affects employee productivity and safety, while infrastructure damage from storms or flooding disrupts production and distribution, leading to delays and increased costs. As consumer awareness of climate change grows, there is a rising demand for sustainable and environmentally friendly products and services. DO & CO must adapt its offerings, accordingly, incorporating locally sourced ingredients, minimizing food waste, and introducing plant-based options into menus.

Amidst these challenges lie opportunities for innovation. Investing in sustainable practices, such as renewable energy, waste reduction, and eco-friendly packaging, can differentiate DO & CO in the market and attract environmentally conscious customers. By positioning ourselves as leaders in environmental responsibility, we want to capitalize on emerging market opportunities, expand our customer base, and strengthen our competitive advantage. All whilst contributing to the ongoing need for increarise and extreme events become more frequent, our research informs proactive measures to mitigate potential disruptions. By implementing these comprehensive strategies, we aim to significantly reduce our GHG emissions and contribute meaningfully to global climate change mitigation efforts. We recognize the ongoing challenge of data collection and continuous improvement, and we are committed to investing in necessary resources and technologies to achieve our ambitious goals.

sed corporate environmental responsibility. Our efforts in implementing an Environmental Management System (EMS) and adhering to the EU Taxonomy have provided quantitative insights into the effects of climate change across our operations. This enables us to anticipate future risks anddevelop strategies to address them effectively. As temperatures In conclusion, climate change presents multifaceted challenges and opportunities for DO & CO, affecting our supply chain, operations, financial performance, and brand reputation. By proactively addressing climate risks, embracing sustainable practices, and seizing market opportunities, we can navigate the complexities of a changing climate while creating long-term value for our stakeholders.

{14}------------------------------------------------

#### **1.1.2. PERFORMANCE INDICATORS**

Image /page/14/Picture/15 description: Two wind turbines stand in a field of green crops under a blue sky with scattered clouds. The turbine on the left is taller and closer to the viewer, while the one on the right is smaller and further away. The blades of both turbines are white and appear to be in motion. The field of crops is lush and green, with some of the crops in the foreground slightly out of focus. The sky is a clear blue with some white clouds scattered throughout.

| INDICATOR                                                          | RESULT              |
|--------------------------------------------------------------------|---------------------|
| Scope 1 emissions                                                  | 41,430.57 t CO2e    |
| Scope 2 emissions<br>(market based)                                | 25,761.81 t CO2e    |
| Scope 2 emissions<br>(location based)                              | 37,911.62 t CO2e    |
| Scope 3 emissions                                                  | 558,550.30 t CO2e   |
| Carbon intensity per kEUR revenues<br>(Scope 1 and 2 market-based) | 0.0375 t CO2e /kEur |

Our 2023/2024 report shows a 33% decrease in Scope 1 and 2 (market-based) emissions compared to the previous year. Emissions intensity, Scope 1 and 2 (market-based) related, measured by revenue, shows a notable change from last year, the intensity factors dropped by 43% for the intensity per revenue. This is despite experiencing business growth and adding new locations. It is important to note that improved reporting methods may have contributed to this reduction.

While we have implemented energy-efficient systems and waste management improvements, further analysis is needed to fully isolate the impact of these initiatives. We remain committed to following the GHG Protocol guidelines. We utilize a mixed consumption/spend-based methodology, consistent with prior reports.

For the current business year, Scope 3 emissions were not calculated using the previously applied method as the software used

#### **1.2.ENERGY CONSUMPTION**

[ GRI 302 – 1, GRI 302 – 3, GRI 302 – 4 ]

Energy consumption defined here includes both direct energy use (e.g., electricity for lighting and appliances) and indirect energy use (e.g., the energy used to manufacture and transport the goods and services we use). Our goal is to address both sides of the equation, with a focus on expanding our reliance on renewable energy. We are happy to report that we have expanded our renewable electricity reliance to approximately 75% across our operations in the European Union, the United Kingdom and Türkiye.

Further rollout of EMS allows us to gain a clearer understanding of our overall energy consumption and plan for continual improvement. By pinpointing areas of greatest energy use, we can prioritize targeted efficiency upgrades. This focus on reduction complements our strong belief in transitioning to renewable resources. However, we recognize that renewable energy alone is not the sole solution. In our ongoing efforts to reduce our carbon footprint, we also address the efficiency of our buildings and operating equipment.

#### **1.2.1. STRATEGY AND IMPACTS**

Energy consumption at DO & CO has significant implications across various aspects of our operations, affecting our environmental footprint, operational efficiency, financial performance, regulatory compliance, stakeholder relations, and overall reputation.

### **EMPOWERING PEOPLE, PROTECTING THE PLANET,**  BUILDING A SUSTAINABLE FUTURE

These efforts are further supported by the development of Building Energy Management Systems across key units with our EMS, working on monitoring and measuring activities with improvements in our building management systems (another example of Twin Transition strategy). Through the improvement of our BEMS, we are unlocking and increasing our decarbonisation efforts. By using the system to identify leakage areas of our most intense zones, we are taking actions such as the addition of cold room door curtains to maintain temperature. We have seen how simple techniques like this, to the dashboarding and live monitoring of high usage equipment, drives both business and environmental improvements. In the access areas of our units, we are monitoring our consumption and piloting various energy controls as well as putting in place simple and practical solutions such as fridge curtains and sensors on high energy usage machinery. In addition to this and as a contributor to minimizing our transportation environmental impact and future emissions, we are working to develop and improve two specific solutions. Firstly, we are improving our utilisation of local storage instead of shipping materials and goods from global events back to a central location, significantly reducing transportation distances and associated emissions. Secondly, our Transport Management Systems are optimizing routing and minimizing vehicle standstill times at our airline locations, leading to savings in fuel and potential delays.

for it is no longer available. To ensure our report's consistency, we decided to still report on our Scope 3 emissions on a simplified and estimated basis as follows. For the current business year, we report our Scope 3 emissions based on the number of meals handed out during the reporting period. In doing so, we have calculated an emissions factor based on emissions per meal for 2022/2023 and applied to the most recent number of meals.

This method resulted in an increase of emissions by 14%. This assumption is based on simple clarity and the fact that our structure and activities taken into account within Scope 3 have not changed materially. We are currently revising our calculation methodology and assume we will be able to provide a more exact overview next year.

{15}------------------------------------------------

| INDICATOR                                                      | RESULT             |
|----------------------------------------------------------------|--------------------|
| Total energy consumption<br>(renewable and non-renewable)      | 952,301,901.76 MJ  |
| Total energy consumption<br>(renewable)                        | 496,516,842.45 MJ  |
| Total energy consumption<br>(non-renewable)                    | 455,785,059.31 MJ  |
| Energy intensity per EUR revenues                              | 0.53 MJ/EUR        |
| Total electricity consumption<br>(renewable and non-renewable) | 260,834,704.38 kWh |
| Total electricity consumption<br>(renewable)                   | 116,917,977.10 kWh |
| Total electricity consumption<br>(non-renewable)               | 143,916,727.28 kWh |
| Electricity intensity per EUR revenue                          | 0.15 kWh/EUR       |
| Number of vehicles                                             | 1,043              |
| Number of conventional vehicles                                | 1,029              |
| Number of e-vehicles                                           | 7                  |
| Number of hybrid vehicles                                      | 7                  |

Image /page/15/Picture/4 description: The image shows a world map made of trees and water. The landmasses are covered in lush green trees, while the oceans and seas are represented by blue water. The map is viewed from above, giving a bird's-eye perspective of the world. The trees are dense and varied, creating a textured and natural look. The water is calm and reflective, adding to the serene and peaceful atmosphere of the image. The overall effect is one of harmony between nature and geography, highlighting the importance of trees and water in shaping our world.

#### **1.2.2. PERFORMANCE INDICATORS**

Due to exponential business growth in the last year, we have seen an increase of energy consumption. However, despite this growth we have significantly increased our reliance on renewable electricity, reaching 45% usage levels, (in the previous year, we only consumed 21 % of our electricity from renewable energy sources). This is mostly due to several units switching to fully renewable contracts, including in Spain, Austria, Türkiye, and

UK. Many of our other units are increasing their proportion of renewable as the availability allows. We see an active increase in electricity intensity per revenue, which can be attributed to an expansion of units. As our new units settle into regular working, energy audits become more regular. And as energy management is developed, we will see shift to a more positive energy

### reduction. I.ENVIRONMENT 2.E2 POLLUTION

#### **2.1.WASTE**

[ GRI 306 – 1, GRI 306 – 2, GRI 306 – 3 ]

As a global catering company, we divide our waste reporting into three categories, each requiring a specific management approach throughout our production lines. We prioritize the waste hierarchy principles, with prevention always taking precedence. With the help of proprietary digital solutions, we continually monitor, measure, and improve our processes to ensure proper sorting, recycling, or disposal, of waste responsibly and sustainably.

#### **2.1.1.STRATEGY AND IMPACTS**

.The first category is production waste, which includes waste generated during the preparation of meals and beverages for our airline, event, and restaurant customers. This waste consists of materials such as food scraps, packaging materials, and other non-hazardous materials that result from our production operations. The second category of waste is non-hazardous waste generated from the packaging and serving of meals and beverages on our returning domestic flights. This waste is typically comprised of materials such as plastic cutlery, food packaging, paper products, and plastic bottles. The third category of waste is hazardous waste generated from international flights. This waste includes items such as food residues, packaging and other materials that may pose a risk to human health or the environment if not handled properly. We have increased our waste management planning and reporting across all our activities, with additional improvements following this year. Post-event waste reports are produced after all events and reduction/prevention topics are covered in the event debrief. Across airline catering units we are improving our waste tracking from store to delivery, using bespoke software to connect all sections of our process to identify waste, cause, and work towards prevention. Cross unit working groups have identified departments that are still reliant on paper, and these are currently being digitalised

Waste prevention is our focus. Where we cannot transform waste as a new resource (make circular) we look to packaging, which is sustainable and low impact, produced/designed for minimal environmental footprint. Our sustainability experts work closely with our industrial design specialists to ensure that our customers have the most suitable options available.

(instead of paper, more work is now being carried out on tablets). Not only saving paper but moving to tablet usage, the teams on the ground can access the most up to date information. Again, another step-in process improvement, operational efficiency, and sustainability. It is proof that sustainability is not a silo, but an essential function for business excellence.

{16}------------------------------------------------

Image /page/16/Figure/1 description: The image shows a diagram of the waste management hierarchy. The diagram is in the shape of a pyramid, with the largest section at the bottom and the smallest section at the top. The sections are labeled as follows, from top to bottom: PREVENTION, REUSE, RECYCLE, RECOVER, and DISPOSE.

### WASTE HIERARCHY

#### **PREVENTION**

Within our Twin Transition program, waste prevention is a key priority. A key aspect of this collaboration involves our IT team partnering with the Sustainability team to improve waste tracking throughout kitchen operations. This enhanced data provides valuable insights into areas with peak waste generation. By identifying these hotspots, we can implement preventive measures and continuously adapt our practices to minimize waste at the source. This focus on prevention is particularly important for our fresh produce. We achieve this by implementing just-intime deliveries, ensuring products are utilized at optimal quality. Additionally, there are regular meetings involving relevant stakeholders, such as kitchen staff and sustainability representatives, who review the week's waste data, pinpoint areas exceeding expectations, and collaborate to tackle the root causes. In our efforts to combat plastic waste, we have replaced plastic bottles with cold water fountains in a unit. This initiative alone

is projected to save over 5,840 kilograms of plastic at a single medium-sized unit.

#### **RECYCLE**

We collaborate with our airline partners to increase onboard waste recycling potential. Collection of onboard waste, sorting on board and reporting is now the industry standard. Regular checks take place to ensure that what can be is sorted appropriately. Continual improvement opportunities are evaluated and tested. We have seen in an increase in the availability of waste segregation possibility at events sites, a helpful and positive trend.

#### **RECOVER**

Food waste represents a sizeable portion of our overall waste stream. Because we know that it is imperative we reduce our environmental impact and critically, reduce the amount of waste sent to landfills, we are exploring the option of food waste composting as a potential waste management solution. By composting our food waste, we can create a valuable resource for local agriculture while also reducing our overall waste footprint. We also use incineration to recover energy from our waste. While we recognise that this is not the ideal method of waste disposal, it is necessary for a sizeable portion of our waste due to regulatory requirements.

#### **DISPOSE**

Although this is our least preferred option, we still aim to dispose of waste in a responsible manner that minimises the environmental impact. We only dispose of waste materials that cannot be reduced, reused, or recycled, and we prioritise disposal methods that are the least harmful to the environment. As technology advances and regulations change, it will become easier to take advantage reduce our output and increase the proportion of materials that remain in the economic loop, limiting the need for the use of virgin resources, such as plastic, metal, paper, and glass.

#### **RE – USE**

We have made a shift towards more rotatable products in our internal operations. As we operate in a premium segment, we are continually identifying opportunities to repurpose materials within our own operations, as well as exploring partnerships with other businesses or organisations that can make use of our waste materials.

At our events especially, we strive to minimise food waste and promote sustainability by carefully managing our food inventory and portions. In the event of surplus food, we donate these meals to local food banks, where possible. By responsibly donating any leftovers to local food banks, we support our local communities while also reducing food waste and promoting sustainability.

#### **2.1.2. PERFORMANCE INDICATORS**

Our environmental management systems and controls are delivering results. We have significantly reduced total waste generation, down to 74,375 tonnes from 110,851 tonnes. This decrease applies to both hazardous and non-hazardous waste, with a steeper decline (65%) in hazardous materials. Waste intensity per euro of revenue also dropped significantly 48%. Our core focus on prevention, increased separation across our locations and collaboration with our internal and external teams, are key factors.

# Total waste generated 74,375.18 tonnes Total non-hazardous waste 56,318.31 tonnes Total hazardous waste 18,056.87 tonnes

Image /page/16/Picture/17 description: A brown paper bag filled with food scraps sits on a light green surface. The bag is open, revealing a variety of discarded food items such as orange peels, apple cores, cucumber slices, and other vegetable scraps. A green recycling symbol is printed on the front of the bag. A few sprigs of parsley lie next to the bag on the surface.

| INDICATOR                     | RESULT           |
|-------------------------------|------------------|
| Total waste generated         | 74,375.18 tonnes |
| Total non-hazardous waste     | 56,318.31 tonnes |
| Total hazardous waste         | 18,056.87 tonnes |
| Waste intensity kEUR revenues | 0.04 tonnes/kEUR |

{17}------------------------------------------------

1.84 litre/EUR

# I.ENVIRONMENT

### 3. E3 WATER

### **3.1.WATER CONSUMPTION**

[ GRI 303 – 3 ]

Freshwater sources are a scarce and valuable global resource. Our commitment to responsible water use is a core element of our environmental strategy, reflected in

our "Use of Natural Resources" policy. This policy contains strict regulations for the use of fresh water and includes the development of a water management strategy.

#### **3.1.1.STRATEGY AND IMPACTS**

In alignment with our EMS, we are working on a comprehensive water stewardship strategy focused on continuous improvement. We are implementing consistent water usage data collection across all operations, providing a clear picture of consumption patterns and areas for improvement. This data will directly inform future water management strategies that support our environmental goals.

Furthermore, we are moving beyond reactive measures by proactively identifying and mitigating potential water risks like equipment failure or inefficient processes. The EMS facilitates a continual cycle of reviewing water use data, identifying improvement areas, and implementing corrective actions. This data-driven approach, informed by this framework's compliance considerations, will guide future investments in water-efficient technologies and processes. Ultimately, this strategy allows us to continuously improve water use efficiency, reduce costs, and enhance our brand image as a leader in environmental responsibility, positioning us well for the challenges and opportunities of water stewardship in the years to come.

### **DO & CO AIMS TO CONTINUE TO INSPIRE OUR STAKEHOLDERS & CONTINUE ITS LONGSTANDING TRADITION OF BEING IN**

the forefront of innovation in the culinary, catering & event industry.

Image /page/17/Picture/17 description: A person wearing black gloves is washing a metal pot in a stainless steel sink. Water is running from a faucet onto the pot, and there is a sponge in the background. The person's arms are visible, and the sink appears to be in a commercial kitchen setting.

#### **3.1.2. PERFORMANCE INDICATORS**

Water usage per revenue has decreased by 12%, despite an overall water withdrawal increase of 8%. While US locations achieved the best water intensity per revenue (under 0.10), further analysis through our enhanced systems is needed to understand the reasons behind the 8% withdrawal increase. This increase might be due to factors like increased business activity or expansion to new locations, requiring more water for facilities. With our planned environmental management systems rollout, we will see further improvement in recording the data and identifying areas for improvement.

#### INDICATOR RESULT

Water intensity by EUR revenue 1.84 litre/EUR

Water withdrawal

Image /page/17/Picture/11 description: A clear glass bottle and a wine glass filled with liquid are on a white table. The bottle is partially filled and has a metal cap. The wine glass is full. The background is blurred, with a light source visible.

Water withdrawal 3,291,830,806.96 litre

{18}------------------------------------------------

## I.ENVIRONMENT 4. E4 BIODIVERSITY

In recent years, the Earth's biodiversity profile has been affected by deforestation, peatland conversion and ocean pollution. Due to this, natural processes such as pollination, seed dispersal and nutrient cycling are endangered. We recognise that healthy ecosystems are integral to a secure food system. As such we understand that we have the responsibility to safeguard our supply chain and products from practices that potentially disrupt ecosystem functioning and threaten a species' existence. To this aim, we are working with our customers to decrease the use of ingredients that are related to deforestation- and work towards the protection of both forests and peatland conversion. As we work to improve and verify our supply chain, and that of our customers, we prioritise sustainability certifications that ensure respect for biodiversity and animal welfare.

#### **4.1.2. PERFORMANCE INDICATORS**

Local sourcing is key to freshness and quality, we aim to source as much as possible in a radius of 500km from the event or established unit.

This year we have seen an increase of local sourcing across the board from 51% to 59%. Türkiye and Spain both boasting over 80% of local produce. With an increase in requests for environmentally conscious events and services, and with the availability fantastic artisanal local projects growing we expect this number to continue to increase.

As part of our sustainability efforts, we conducted a comprehensive risk mapping exercise for the main ingredients that we

#### **4.1.ENVIRONMENTALLY FRIENDLY SOURCING**

At DO & CO one of our top priorities is to ensure that our sourcing practices are sustainable, both environmentally and socially. From an environmental perspective, we strive to minimise our carbon footprint by sourcing locally whenever possible, reducing unnecessary packaging and waste, and choosing suppliers who prioritise sustainable farming and fishing practices. From a social perspective, we believe in fair labour practices and supporting our local communities. This means working with our suppliers who prioritise fair wages, safe conditions, and ethical sourcing. We believe that by making conscious choices about our sourcing practices, we can create a positive impact on both the connected environment and the committees.

#### **4.1.1. STRATEGY AND IMPACTS**

In the European Union, the United Kingdom and Türkiye operations, we define locally sourced as coming from producers under 500km radius of the unit or event. Our partnerships with local food producers complement our efforts to support economic development in all the communities in which we do business. At the same time, we are working with stakeholders across our value chain to actively promote better, more sustainable approaches to food production, consumption, and distribution, including discussions with customers, suppliers, and regulators. As our business practices integrate improved food resource efficiency, we open the door to enhanced positive environmental and social impact of our operations, as well as to productivity, cost management, and operational performance.

However, we recognize there are potential downsides associated with sustainable local sourcing. Limited availability of local ingredients can impact menu options and potentially increase costs. Seasonal variations may require adjustments to menus, source. Our aim was to identify and prioritise the environmental and social risks associated with each ingredient, including human rights risks that are cross-cutting and apply to all our ingredients.

After a thorough analysis, we identified seven key risks that require immediate attention: emissions contribution,

deforestation and peatland conversion, marine conservation, GMO, antibiotics use, animal welfare and human rights. These risks were mapped against the ingredients in our supply chain, including beef, chicken and eggs, fish and seafood, soy, cacao, coffee, palm oil, and paper.

| INDICATOR                      | RESULT |
|--------------------------------|--------|
| Locally sourced<br>ingredients | 59 %   |

and ensuring consistent quality from local producers requires a strong focus on quality control. Scalability can also be a challenge as our business expands.

The truth remains that the opportunities presented by sustainable sourcing are significant. By promoting our commitment to responsible practices, we attract environmentally and socially conscious customers. Collaboration with local producers fosters innovation in menu development and sourcing strategies. Reduced transportation costs and potentially lower local prices can lead to significant savings. Furthermore, focusing on local and sustainable practices can mitigate risks associated with climate change and potential supply chain disruptions. Additionally, it helps to promote local businesses and stimulate the local economy.

As stated in our sustainable sourcing policy we seek to standardise our sourcing practices and ensure that human rights and environmental laws are engrained into our practices. To support these practices through a Supplier Code of Conduct in which we outline our expectations for suppliers regarding ethical and sustainable practices. The below metrics are aligned are policies and will be built on over the coming years, as we improve our supplier audits and tracking.

Image /page/18/Picture/19 description: The image shows the text "59% LOCALLY SOURCED INGREDIENTS". The text "59%" is in a dark green color, while the rest of the text is in a lighter gray color.

|          | Significant<br>emissions<br>contribution | Deforestation<br>& Peatland<br>conversion | Marine<br>Conservation | GMO | Animal<br>Welfare | Antibiotics<br>use | Human rights |
|----------|------------------------------------------|-------------------------------------------|------------------------|-----|-------------------|--------------------|--------------|
| Beef     | yes                                      | yes                                       | no                     | yes | yes               | yes                |              |
| Chicken  | no                                       | no                                        | no                     | yes | yes               | yes                |              |
| Eggs     | no                                       | no                                        | no                     | yes | yes               | yes                |              |
| Seafood  | no                                       | no                                        | yes                    | no  | yes               | no                 |              |
| Fish     | no                                       | no                                        | yes                    | yes | yes               | yes                |              |
| Soy      | no                                       | yes                                       | no                     | yes | no                | no                 | yes          |
| Cacao    | partially                                | yes                                       | no                     | no  | no                | no                 |              |
| Coffee   | partially                                | yes                                       | no                     | no  | no                | no                 |              |
| Palm oil | no                                       | yes                                       | no                     | no  | no                | no                 |              |
| Paper    | partially                                | yes                                       | no                     | no  | no                | no                 |              |
| Plastics | yes                                      | yes                                       | yes                    | no  | no                | no                 |              |

### PRODUCT RISK-MAPPING

{19}------------------------------------------------

# I.ENVIRONMENT

### 5. E5 CIRCULAR ECONOMY

Our primary focus is on waste prevention, but in instances where prevention is not feasible, we are committed to transitioning into a circular company with an emphasis on sustainable waste management practices. Recognizing the significant resources utilized in our operations, particularly in terms of food products, it is important for us to conscientiously manage our waste output and take proactive measures to minimize it.

We echo the call by our aviation partners and IATA for the European Commission to reassess its approach, enabling the aviation sector to play a more proactive role in the circular economy by facilitating cabin waste prevention and reuse and recycling initiatives.

Image /page/19/Picture/14 description: The image shows three crushed blue plastic bottles against a white background with small tan flecks. One bottle is in the lower right corner, another is in the lower left, and the third is in the upper right.

Our Sustainability and Quality Teams collaborate closely with industry partners and customers to address these challenges and explore innovative solutions that align with our and our customers sustainability goals. Waste prevention is our focus and where we cannot reinsert our waste as a new resource, in the case of international flights, we look to packaging which is sustainable and low impact produce/ designed for minimal environmental footprint. Our sustainability experts work closely with our industrial design specialists to ensure that our customers have the most suitable options available.

### **5.1.FOOD AND PACKAGING WASTE**

[ GRI 306 – 2 ]

Food waste (the inedible parts removed from the human food supply chain) and packaging waste pose significant environmental and social challenges, impacting the Entire Resource Depletion Spectrum (ERDS). Food waste not only represents a loss of valuable resources used in its production (water, land, energy) but also contributes to GHG emissions. While often vital for food safety and preservation, packaging waste can strain resource availability and lead to pollution if not managed responsibly.

At DO & CO we are committed to minimizing food and packaging waste throughout our operations. Through these efforts, we aim to reduce our environmental footprint by minimizing resource depletion, GHG emissions, and potential pollution associated with food waste and inefficient packaging. Additionally, we promote social responsibility by contributing to a more sustainable food system that minimizes food insecurity and the environmental burdens placed on future generations. Ultimately, by optimizing resource utilization throughout the supply chain, we contribute to a more circular economy.

#### **5.1.1.STRATEGY AND IMPACTS**

Food waste presents a significant environmental and social challenge. Discarded food represents a substantial loss of precious resources – water, land, and energy – used in its production. Furthermore, decomposition of wasted food generates greenhouse gases, accelerating climate change. The social impact is equally concerning. The UN Food and Agriculture Organisation reports that 1.3 billion tonnes of edible food go to waste annually, equivalent to 3.3 billion tonnes of CO2. This wasted food could alleviate hunger and food insecurity.

The UN's Food and Agricultural Organization reports that, each year, the world wastes 1.3 billion tonnes of edible food, and this food waste generates an estimated 3.3 billion tonnes of CO2 equivalent greenhouse gasses. In other words, food that could be preventing starvation is instead causing threats to the health of our planet and its inhabitants.

We recognize the importance of addressing food waste within our operations. Despite our efforts to carefully manage food inventory and portions at events, excess leftovers occasionally arise.

Image /page/19/Picture/12 description: The image shows a circular diagram with three sections, each containing text related to sustainability and recycling. The first section, colored in a muted green, contains the words "CONSCIOUSLY CREATING". Adjacent to this, there's a smaller section with the text "FROM WASTE TO VALUE" and a logo that appears to be "DO&CO". The second section, also in muted green, reads "RECOVERY RECYCLE". The third section, in a lighter shade of green, says "REUSE REDISTRIBUTE". The diagram is designed to represent a continuous cycle, suggesting a closed-loop system for waste management and resource utilization.

### **FOOD WASTE**

{20}------------------------------------------------

Image /page/20/Picture/0 description: This image shows two pages from the DO & CO sustainability report 2023/24. The left page has an image of a forest with a lake in the shape of an airplane. The right page has the following text: AIRLINES In our airline catering division waste management remains a complex topic. The current International Catering Waste (ICW) rules, driven by animal health concerns, present a challenge to the aviation catering sector's ability to contribute positively to the circular economy through cabin waste prevention, reuse, and recycling initiatives. While waste generated on flights operating within certain territorial borders or the EU can be efficiently processed, reused, and recycled, the same is not true for waste from international flights originating outside of those borders. ("Towards Smarter Regulation of International Catering Waste - IATA Joint Statement 2022") Passengers are increasingly concerned about the impact of cabin waste, notably single-use plastics (SUPs), while governments are focusing on minimizing food waste. In alignment with the sentiments expressed in the IATA report, we are actively engaged with our customers in advocating for a review of international catering waste regulations. EVENTS We are working with our event customers to donate any surplus to local charities, ensuring that nutritious food reaches those in need while mitigating waste. However, we acknowledge that food waste remains a significant component of our overall waste stream. In response, we are actively exploring the implementation of food waste composting as a viable waste management solution. By composting our food waste, we not only reduce landfill contributions but also generate a valuable resource for local agriculture. Most importantly, as part of a Twin Transition plan, we are enhancing our waste tracking processes through digitalization and predictive tooling, aiming to minimize food waste throughout our operations. CONCLUSION Despite these risks, significant opportunities exist to address food waste. By minimizing food waste throughout our operations, we can significantly reduce our environmental footprint. This translates to lower resource depletion, decreased GHG emissions, and minimized pollution associated with disposal of wasted food. Furthermore, by optimizing resource utilization throughout the supply chain, we contribute to a more sustainable food system. Reducing food waste also comes with economic benefits. Less wasted food translates to lower purchasing and disposal costs. Finally, minimizing waste can enhance operational efficiency. Digital tracking and prediction tools can improve inventory management and portion control, further reducing food waste generation. \*(https://www.iata.org/contentassets/c81222d96c9a4e0bb4ff6ced0126fobb/annual-review-2023.pdf)

#### **AIRLINES**

#### **EVENTS**

**In our airline catering** division waste management remains a complex topic. The current International Catering Waste (ICW) rules, driven by animal health concerns, present a challenge to the aviation catering sector's ability to contribute positively to the circular economy through cabin waste prevention, reuse, and recycling initiatives. While waste generated on flights operating within certain territorial borders or the EU can be efficiently processed, reused, and recycled, the same is not true for waste from international flights originating outside of those borders. ("Towards Smarter Regulation of International Catering Waste - IATA Joint Statement 2022") Passengers are increasingly concerned about the impact of cabin waste, notably single-use plastics (SUPs), while governments are focusing on minimizing food waste. In alignment with the sentiments expressed in the IATA report , we are actively engaged with our customers in advocating for a review of international catering waste regulations.

**We are working** with our event customers to donate any surplus to local charities, ensuring that nutritious food reaches those in need while mitigating waste. However, we acknowledge that food waste remains a significant component of our overall waste stream. In response, we are actively exploring the implementation of food waste composting as a viable waste management solution. By composting our food waste, we not only reduce landfill contributions but also generate a valuable resource for local agriculture. Most importantly, as part of a Twin Transition plan, we are enhancing our waste tracking processes through digitalization and predictive tooling, aiming to minimize food waste throughout our operations.

Despite these risks, significant opportunities exist to address food waste. By minimizing food waste throughout our operations, we can significantly reduce our environmental footprint. This translates to lower resource depletion, decreased GHG emissions, and minimized pollution associated with disposal of wasted food. Furthermore, by optimizing resource

### CONCLUSION

\*(https://www.iata.org/contentassets/c81222d96c9a4e0bb4ff6ced0126f0bb/annual-review-2023.pdf)

utilization throughout the supply chain, we contribute to a more sustainable food system. Reducing food waste also comes with economic benefits. Less wasted food translates to lower purchasing and disposal costs. Finally, minimizing waste can enhance operational efficiency. Digital tracking and prediction tools can improve inventory management and portion control, further reducing food waste generation.

{21}------------------------------------------------

#### **5.1.2.PERFORMANCE INDICATORS**

Although we strive to prevent food waste, in our industry some is inevitable. Food donations at events are becoming a regular request and requirement. We are proud to work with our partners to find the best solutions for left over produce which is suitable for donating. This year we see a rise in our contributions, especially in Germany and in Türkiye. This is a mixture of both food inventory, but also food leftovers in which we work together with local charities. The largest donations coming from our Turkish unit, who work with location communities to distribute the excess.

#### **5.2. SUSTAINABLE PACKAGING**

Single-use plastics (SUPs) have become ubiquitous in our modern world, yet their convenience comes at a significant environmental cost. These non-biodegradable materials contribute heavily to plastic pollution in our oceans, to wildlife endangerment, and to microplastic contamination. Furthermore, the production of SUP's consumes valuable resources and often relies on fossil fuels.

DO & CO recognizes the detrimental impact of SUPs and is committed to transitioning towards a sustainable future. This commitment is particularly relevant in our UK operations, where we adhere to the recently implemented Extended Producer Responsibility (EPR) for packaging – these regulations make producers of the product responsible for the waste disposal of packaging that they produce.

Eliminating SUPs entirely can be challenging, especially when considering health and safety regulations within the food service industry. However, this is challenge that we are ready to face here at DO & CO. We are actively working with our partners and our internal industrial design and quality teams to develop innovative and sustainable solutions. This collaborative approach allows us to explore alternatives that meet the highest standards for food safety and hygiene while minimizing our environmental footprint.

| INDICATOR      | RESULT                                                  |
|----------------|---------------------------------------------------------|
| Food donations | 1,139.50 Tonnes<br>(equivalent to<br>2.8 million meals) |

Image /page/21/Picture/3 description: A close-up shot shows a stack of sandwiches. The sandwiches are made with brown bread and appear to have a variety of fillings, including what looks like salmon, lettuce, and some kind of creamy spread. The sandwiches are stacked on top of each other, creating a layered effect that highlights the different ingredients. The background is blurred, which helps to focus attention on the sandwiches. The overall composition of the image is appealing and appetizing.

Our dedication to environmental responsibility extends beyond SUPs and encompasses all our packaging solutions. Our Industrial Design, Quality, and Procurement teams look for an implement solution that align with the EU Circular Economy Strategy (COM/2018/028). This strategy emphasizes the use of recycled materials and the design of products for reuse, recycling, or composting.

### 5.2.2. PERFORMANCE INDICATORS

design departments to eliminate SUPs items where appropriate. This includes items such as bags, lids, straws, packaging, and cutlery, with a goal to eliminate them from our operations by 2030. While certain food safety requirements currently prevent the complete elimination of SUPs, we are committed to continually searching for new potential solutions and innovations for the remaining challenging items. We look forward to further developing our measuring and monitoring capabilities in this area. By setting benchmarks with our customers and continuously improving our strategies, we aim to drive impactful change and lead the industry toward a more sustainable future.

We recognize the significant environmental impact of packaging and are committed to minimizing it. By optimizing designs and utilizing recycled materials, we can significantly reduce our overall packaging footprint. This success hinges on collaborating with our customers to present these innovative and practical solutions. Given our reach of over 170 million people per year, DO & CO is uniquely positioned to raise awareness and present a united sustainable front, setting benchmarks for our industry.

Additionally, addressing plastic pollution is a top priority. We are partnering with suppliers, customers, and our internal industrial

#### **5.2.1.STRATEGY AND IMPACTS**

Maintaining food safety standards is paramount for our products. Therefore, all new packaging undergoes rigorous testing before receiving approval. During the design phase, we consider the full life cycle of the packaging, prioritizing options made from reusable, compostable, or recycled materials wherever feasible. In cases where thermal treatment is necessary, we opt for low-impact sustainable materials to minimize the environmental effect. While packaging plays a vital role in food safety and preservation, improper management can create environmental challenges. Misused packaging can strain resource availability if not recycled responsibly and contribute to pollution if not disposed of properly. Finding the right balance between essential packaging and responsible waste management is crucial.

Image /page/21/Picture/11 description: The image shows a picnic blanket with various food items and accessories arranged on it. There is a bottle of rose water with a label that reads "ROSEN WASSER GRANATAPFEL CHIASAMEN hausgemacht". There are several containers of food, including a salad with chicken, croutons, and tomatoes, a sandwich wrapped in paper with the word "Henry" printed on it, and a bowl with salmon, edamame, and other vegetables. There is also a plate with a sandwich cut in half, a pair of sunglasses, a purple toy camera, and two croissants on paper with the word "Henry" printed on it. A napkin with the word "Henry" is also visible.

{22}------------------------------------------------

### I.ENVIRONMENT 6. EU-TAXONOMY

#### **6.1.INTRODUCTION**

The EU Taxonomy plays a key role in the initiatives of the European Union (EU) for sustainable finances. The EU Taxonomy is a key classification system defining clear criteria to identify economic activities making a reasonable contribution to the transition to a zero-carbon and environmentally sustainable future as set out in the European Green Deal. By directing investments to the targets of the Green Deal, the EU Taxonomy is expected to direct capital to projects and activities that make a substantial contribution to reaching the EU's climate and energy targets for 2030 and to reaching net zero by 2050.

In line with Regulations (EU) 2020/852 dated 18 June 2020, (EU) 2021/2139 dated 4 June 2021, (EU) 2021/2178 dated 6 July 2021 and (EU) 2022/1214 dated 9 Marc 2022 and the corresponding changes by the delegated acts on environment and climate (EU) 2023/2485 and 2023/2486 dated 27 June 2023, the Company is obligated to transparently disclose three key performance indicators: turnover, CapEx (capital expenditures) and OpEx (operational expenditures). The basic step to determine compliance with the criteria of the EU Taxonomy is to assess climate-relevant aspects of our business activity. The EU Taxonomy calls for reporting on our contribution to selected environmental objectives:

(1) Climate change mitigation (CCM) (2) Climate change adaptation (CCA) (3) Sustainable use and protection of water and marine resources (WTR) (4) Transition to a circular economy (CE)

(5) Pollution prevention and control (PPC)

(6) Protection and restoration of biodiversity and ecosystems (BIO)

Reaching taxonomy eligibility under the EU Taxonomy Regulation shows that the economic activity of the company is in scope of the EU Taxonomy. Turnover, CapEx (capital expenditures) and OpEx (operational expenditures) related to this activity are considered taxonomy-eligible. The qualification "taxonomy-aligned" is stricter. Taxonomy alignment requires that the activity is not only considered taxonomy-eligible but also significantly contributes to at least one of the Taxonomy's six environmental objectives. The contribution must be made without doing significant harm to any of the other environmental objectives, meeting relevant technical screening critieria. Furthermore, the climate risk and vulnerability is to be assessed and the company must ensure minimum social safeguards. Turnover, CAPEX and OPEX related to such an activity are considered taxonomy-aligned.

Image /page/22/Picture/8 description: A high-angle, close-up shot showcases a bowl of vibrant green soup, elegantly garnished. The soup, smooth and creamy, fills the center of a large, white, shallow bowl. Atop the soup, a dollop of white cream is drizzled with olive oil, adding a contrasting element to the green canvas. Sprigs of fresh greens and small pieces of shrimp are scattered around the cream, enhancing the visual appeal and suggesting the soup's ingredients. The bowl is placed on a white surface, with soft shadows adding depth and dimension to the composition.

#### **6.2.PROCEDURE**

An extensive impact analysis was carried out for all environmental objectives and activities regarding all three KPIs (Key Performance Indicators). In this analysis only CapEx-relevant activities were identified and allocated to the environmental objective "climate change mitigation". This applies in addition to the activity generating turnover of BIO 2.1 comprising hotels, holiday parks, camping sites and similar accommodations.

In the following, we refer to the business year from 1 April 2023 to 31 March 2024. The first essential step of the EU Taxonomy assessment process was identifying DO & CO's taxonomy-eligible economic activities. Assessing taxonomy eligibility started with a thorough analysis in order to identify all significant economic activities of DO & CO. In order to ensure compliance with the EU Taxonomy, it was crucial to identify all relevant economic activities and to classify them pursuant to the determined criteria. since DO & CO Aktiengesellschaft does not carry out any activities determined "eligible" under this objective and there are no adjustment plans for identified climate risks regarding CapEx and OpEx. Furthermore, no relevant activities for CapEx, OpEx or turnover were identified for the environmental objectives 3-6, in addition to the above mentioned hotel business generating turnover. Our activities do not contribute to multiple environmental objectives.

The environmental objective "climate change adaptation" does not comprise any taxonomy-eligible activities at the moment, Our finance data are aggregated on group level, but data collection and data assessment is carried out individually at every location. This means, that the raw data is recorded pursuant to the local GAAP of the respective location. During final consolidation and finalisation, group values are taken into account in order to ensure single presentation and comparability. Thus, this approach enables detailed analysis on a local level, while ensuring consistent group reporting.

{23}------------------------------------------------

The financial accounts were classified according to the KPIs. Furthermore, the accounts were categorised as taxonomy-eligible or not taxonomy-eligible pursuant to the EU Taxonomy.

Accounts categorised as taxonomy-eligible have been allocated to the previously identified economic activities. In order to avoid double counting, all KPIs were allocated to the respective economic activities and assessed whether they can be classified as taxonomy-eligible or taxonomy-aligned. In cases where the classification taxonomy-eligible relates to several activities, the economic activity is allocated to the environmental objective "Climate change mitigation". Turnover, CapEx and OpEx were calculated pursuant to the definition of disclosure included in the Delegated Regulation (EU) 2021/2178.

After identifying relevant economic activities of the company, we assessed whether the activities are taxonomy-aligned pursuant to the EU Taxonomy. We assessed whether the relevant economic activities met the criteria for classification as taxonomyaligned. A taxonomy-aligned activity must comply with all three criteria:

- Substantial Contribution: the economic activity substantially contributes to meeting at least one of the six environmental objectives stated in the EU Taxonomy.
- Do No Significant Harm (DNSH): it is ensured that the economic activity does not significantly harm one of the other five environmental objectives.

| ECONOMIC ACTIVITY                                                                        | DESCRIPTION                                                                                                                  | KPI ALLOCATION |
|------------------------------------------------------------------------------------------|------------------------------------------------------------------------------------------------------------------------------|----------------|
| Activity 6.5: Transport by<br>motorbikes, passenger cars<br>nd light commercial vehicles | Financing and leasing activities as well as maintenance activities<br>regarding our passenger and light commercial vehicles. | CapEx          |
| Activity 6.6 Freight transport<br>services by road                                       | Financing and leasing activities as well as maintenance activities<br>regarding heavy commercial vehicles.                   | CapEx          |

### SECTION 7: CONSTRUCTION AND REAL ESTATE ACTIVITIES

• Minimum Social Safeguards: the company complies with the minimum social safeguards as defined in the Taxonomy framework.

This process started with an extensive review of the EU Taxonomy Regulation and the corresponding documents in order to fully understand the subtleties of each criterion. In the following, a systematic approach was applied to collect relevant data on the economic activities to be assessed. These data comprise a wide range of factors, including but not limited to environmental key performance indicators, energy efficiency key performance indicators and compliance with established sustainability standards.

The DNSH principle states that economic activities classified as environmentally sustainable may not significantly harm any other environmental objective stated in the EU Taxonomy Regulation. Therefore, each economic activity defined by the Taxonomy is to be thoroughly assessed in order to ensure compliance with DNSH.

We have started an extensive assessment of the criteria for classification as taxonomy-aligned. This includes assessing technical screening criteria, DNSH criteria including climate risk and vulnerability analysis as well as minimum social safeguards. We do not comply with the relevant technical screening criteria for classification as taxonomy-aligned for any of the stated activities and KPIs. Therefore, we do not report any taxonomy-aligned economic activities for the business year 2023/24.

Activity 7.3: Installation, maintenance and repair of energy efficiency equipment

doors;

- installation and replacem

| The activity consists in one of the following individual<br>measures (...)<br>- addition of insulation to existing envelope components, such as<br>external walls (including green walls), roofs (including green roofs),<br>lofts, basements and ground floors (including measures to ensure<br>air-tightness, measures to reduce the effects of thermal bridges and<br>scaffolding) and products for the application of the insulation to the<br>building envelope (including mechanical fixings and adhesive);<br>- replacement of existing windows with new energy efficient<br>windows;<br>- replacement of existing external doors with new energy efficient<br>doors;<br>- installation and replacement of energy efficient light sources;<br>- installation, replacement, maintenance and repair of heating,<br>ventilation and air-conditioning (HVAC) and water heating systems,<br>including equipment related to district heating services, with highly<br>efficient technologies;<br>- installation of low water and energy using kitchen and sanitary<br>water fittings. | CapEx |
|----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|-------|
| Installation, maintenance and repair of charging stations for electric<br>vehicles in buildings and parking spaces attached to buildings.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              | CapEx |
| Installation, maintenance and repair of instruments and devices<br>for measuring, regulation and controlling energy performance of<br>buildings.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                       | CapEx |
| Installation of solar panels for generation of renewable energy<br>on-site                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                             | CapEx |
| Short-term leases and maintenance of<br>buildings for our production units                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                             | CapEx |

Activity 7.4. Installation, maintenance and repair of charging stations for electric vehicles in buildings (and parking spaces attached to buildings)

Activity 7.5. Installation, maintenance and repair of instruments and devices for measuring, regulation and controlling energy performance of buildings

Activity 7.6: Installation, maintenance and repair of renewable energy technologies

Activity 7.7: Acquisition and ownership of buildings

Short-term leases and maintenance of buildings for our production units

# ENVIRONMENTAL OBJECTIVE 1

Climate change mitigation (CCM)

#### SECTION 6: TRANSPORT

{24}------------------------------------------------

Image /page/24/Picture/4 description: This image shows a page from the DO & CO sustainability report 2023/24. The page is titled "ENVIRONMENTAL OBJECTIVE 6" and includes the text "Protection and restoration of biodiversity and ecosystems (BIO)". The page is divided into three columns: ECONOMIC ACTIVITY, DESCRIPTION, and KPI ALLOCATION. The ECONOMIC ACTIVITY column lists "Activity 2.1 Hotels, holiday, camping grounds and similar accommodation". The DESCRIPTION column describes the provision of short-term tourism accommodation with or without associated services, including cleaning, food and beverage services, parking, laundry services, swimming pools and exercise rooms, recreational facilities as well as conference and convention facilities. It also lists different types of accommodation, including hotels and motels, holiday homes, visitor flats, youth hostels, campgrounds, space for recreational vehicles, recreational camps, and protective shelters. The KPI ALLOCATION column lists "Turnover".

| ECONOMIC ACTIVITY                                                               | DESCRIPTION                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                         | KPI ALLOCATION |
|---------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|----------------|
| Activity 2.1 Hotels, holiday,<br>camping grounds and simi-<br>lar accommodation | The provision of short-term tourism accommodation<br>with or without associated services, including clea-<br>ning, food and beverage services, parking, laundry<br>services, swimming pools and exercise rooms, recrea-<br>tional facilities as well as conference and convention<br>facilities. This includes accommodation provided by:<br>a) hotels and motels of all kinds;<br>b) holiday homes;<br>c) visitor flats, bungalows, cottages and cabins;<br>d) youth hostels and mountain refuges;<br>e) campgrounds and trailer parks;<br>f) space and facilities for recreational vehicles;<br>g) recreational camps and fishing and hunting camps;<br>h) protective shelters or plain bivouac facilities for<br>placing tents or sleeping bags. | Turnover       |

Protection and restoration of biodiversity and ecosystems (BIO)

#### SECTION 6: CONSTRUCTION AND REAL ESTATE ACTIVITIES

# ENVIRONMENTAL OBJECTIVE 6

{25}------------------------------------------------

## I.ENVIRONMENT 6. EU-TAXONOMY

#### **6.3.TURNOVER**

The Delegated Act (EU) 2023/2485 added further environmental objectives in the tax year 2023/2024. This results in mEUR 7,73 taxonomy-eligible turnover in the economic sector "2.1. Hotels, holiday parks, camping sites and similar accommodations". The financial development of DO & CO Aktiengesellschaft in the business year 2023/2024 is detailed in the consolidated financial statements. Turnover reported pursuant to the International Accounting Standard (IAS) 1.82 (a) as adopted in the Regulation (EC) No. 1126/2008 of the Commission, are presented in the consolidated income statement under item "7.1 Revenue". This turnover includes sales of products and services as well as intangible assets relating to taxonomy-eligible economic activities as share in total revenue. The denominator of the turnover key performance indicator is composed of consolidated net turnover on group level including income from the sale of products and services as well as intangible assets, excluding rebates, discounts and similar deductions. The numerator of the ratio includes turnover from merchandise and services as well as intangible assets related to taxonomy-eligible economic activities. By applying activity 2.1 to turnover and the resulting new reporting, this this key performance indicator was assessed more in detail during calculation, while the underlying collection process remained unchanged. Pursuant to Article 5 (6) of the Delegated Regulation (EU) 2023/2486 in connection with the Disclosures Regulation (EU) 2021/2178, the group has opted for the phase-in option for the business year 2023/24. This means that taxonomy-eligible turnover is not checked for classification as taxonomy-aligned which is why no taxonomy-aligned turnover is reported.

|     | TURNOVER SHARE / TOTAL TURNOVER |                                 |
|-----|---------------------------------|---------------------------------|
|     | Taxonomy-aligned per objective  | Taxonomy-eligible per objective |
| CCM | 0,00%                           | 0,00%                           |
| CCA | 0,00%                           | 0,00%                           |
| WTR | 0,00%                           | 0,00%                           |
| CE  | 0,00%                           | 0,00%                           |
| PPC | 0,00%                           | 0,00%                           |
| BIO | 0,00%                           | 0,43%                           |

DO & CO sustainability report 2023/24 ··· 51

{26}------------------------------------------------

# I.ENVIRONMENT

### 6. EU-TAXONOMY

| Financial Year 2034/2024                                                                                             | 2023/24 | Substantial contribution criteria |                        |                           |                           |          |           |                  |              | DNSH-criteria ("Does Not Significantly Harm") |                           |       |           |                  |              |                    |                                                                            |                            |                                 |
|----------------------------------------------------------------------------------------------------------------------|---------|-----------------------------------|------------------------|---------------------------|---------------------------|----------|-----------|------------------|--------------|-----------------------------------------------|---------------------------|-------|-----------|------------------|--------------|--------------------|----------------------------------------------------------------------------|----------------------------|---------------------------------|
| Economic Activities                                                                                                  | Code    | Turnover                          | Proportion of turnover | Climate Change Mitigation | Climate Change Adaptation | Water    | Pollution | Circular Economy | Biodiversity | Climate Change Mitigation                     | Climate Change Adaptation | Water | Pollution | Circular Economy | Biodiversity | Minimum Safeguards | Proportion of Taxonomy-aligned (A.1.) or -eligible (A.2.) turnover 2022/23 | Category enabling activity | Category transitioning activity |
| Text                                                                                                                 |         | mEUR                              | %                      | Y;N;N/EL                  | Y;N;N/EL                  | Y;N;N/EL | Y;N;N/EL  | Y;N;N/EL         | Y;N;N/EL     | Y/N                                           | Y/N                       | Y/N   | Y/N       | Y/N              | Y/N          | Y/N                | %                                                                          | E                          | T                               |
| A. Taxonomy-eligible activities                                                                                      |         |                                   |                        |                           |                           |          |           |                  |              |                                               |                           |       |           |                  |              |                    |                                                                            |                            |                                 |
| A.1 Environmentally sustainable activities (Taxonomy-aligned)                                                        |         |                                   |                        |                           |                           |          |           |                  |              |                                               |                           |       |           |                  |              |                    |                                                                            |                            |                                 |
| Turnover of environmentally sustainable activities (Taxonomy-aligned) (A.1)                                          |         | 0,00                              | 0,00%                  | 0,00%                     | 0,00%                     | 0,00%    | 0,00%     | 0,00%            | 0,00%        |                                               |                           |       |           |                  |              |                    | 0,00%                                                                      |                            |                                 |
| Of which enabling                                                                                                    |         | 0,00                              | 0,00%                  | 0,00%                     | 0,00%                     | 0,00%    | 0,00%     | 0,00%            | 0,00%        |                                               |                           |       |           |                  |              |                    | 0,00%                                                                      |                            |                                 |
| Of which transitioning                                                                                               |         | 0,00                              | 0,00%                  | 0,00%                     |                           |          |           |                  |              |                                               |                           |       |           |                  |              |                    | 0,00%                                                                      |                            |                                 |
| A.2. Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)              |         |                                   |                        |                           |                           |          |           |                  |              |                                               |                           |       |           |                  |              |                    |                                                                            |                            |                                 |
|                                                                                                                      |         |                                   |                        | EL;N/EL                   | EL;N/EL                   | EL;N/EL  | EL;N/EL   | EL;N/EL          | EL;N/EL      |                                               |                           |       |           |                  |              |                    |                                                                            |                            |                                 |
| Hotels, holiday, campinggrounds and similar accommodation                                                            | Bio 2.1 | 7,73                              | 0,43%                  | N/EL                      | N/EL                      | N/EL     | N/EL      | N/EL             | EL           |                                               |                           |       |           |                  |              |                    | 0,00%                                                                      |                            |                                 |
| Turnover of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) |         | 7,73                              | 0,43%                  | 0,00%                     | 0,00%                     | 0,00%    | 0,00%     | 0,00%            | 100,00%      |                                               |                           |       |           |                  |              |                    | 0,00%                                                                      |                            |                                 |
| Turnover of Taxonomy eligible activities (A.1+A.2)                                                                   |         | 7,73                              | 0,43%                  | 0,00%                     | 0,00%                     | 0,00%    | 0,00%     | 0,00%            | 100,00%      |                                               |                           |       |           |                  |              |                    | 0,00%                                                                      |                            |                                 |
| B. Taxonomy-non-eligible activities                                                                                  |         |                                   |                        |                           |                           |          |           |                  |              |                                               |                           |       |           |                  |              |                    |                                                                            |                            |                                 |
| Turnover of Taxonomy-non-eligible activities                                                                         |         | 1.811,71                          | 99,57%                 |                           |                           |          |           |                  |              |                                               |                           |       |           |                  |              |                    |                                                                            |                            |                                 |
|                                                                                                                      |         | 1.819,45                          | 100,00%                |                           |                           |          |           |                  |              |                                               |                           |       |           |                  |              |                    |                                                                            |                            |                                 |

{27}------------------------------------------------

The numerator includes capitalised additions to property, plant and equipment pursuant to the definition in the Regulation (EU) 2021/2178 on disclosures as well as intangible assets including assets in the course of construction and additions to right-of-

| ASSET TYPE                    | ADDITIONS IN MEUR | REFERENCE TO THE NOTES OF THE<br>CONSOLIDATED FINANCIAL STATEMENTS |
|-------------------------------|-------------------|--------------------------------------------------------------------|
| Property, plant and equipment | 73.35             | 6.2. Property, plant and equipment                                 |
| Intangible assets             | 0.19              | 6.1. Intangible assets                                             |
| IFRS right-of-use assets      | 93.61             | 10.2. Lease agreements                                             |

| ASSET TYPE                                                                                    | ADDITIONS IN<br>2023/2024<br>IN MEUR | ADDITIONS IN<br>2022/2023<br>IN MEUR | REFERENCE TO THE NOTES OF THE<br>CONSOLIDATED FINANCIAL<br>STATEMENTS |
|-----------------------------------------------------------------------------------------------|--------------------------------------|--------------------------------------|-----------------------------------------------------------------------|
| Additions to intangible<br>assets                                                             | 0.19                                 | 0.58                                 | 6.1. Intangible assets                                                |
| Additions to property,<br>plant and equipment                                                 | 73.35                                | 31.28                                | 6.2. Property, plant and equipment                                    |
| thereof additions to<br>property and buildings,<br>including buildings on<br>third-party land | 12.81                                | -4.43                                | 6.2. Property, plant and equipment                                    |
| thereof additions to plant<br>and machinery                                                   | 7.77                                 | 5.3                                  | 6.2. Property, plant and equipment                                    |
| thereof additions to other<br>equipment and office<br>equipment                               | 25.29                                | 8.83                                 | 6.2. Property, plant and equipment                                    |
| thereof additions to<br>assets in the course of<br>construction                               | 27.48                                | 21.58                                | 6.2. Property, plant and equipment                                    |
| Reclassification of<br>advance payments                                                       | 2.37                                 | -*                                   | 5.3. Accounting Methods                                               |
| Additions to right-of<br>use assets leasing<br>(IFRS 16)                                      | 93.61                                | 44.8                                 | 10.2. Lease agreements                                                |

The numerator is the share of the capital expenditure included in the denominator regarding assets or processes relating to taxonomy-orientated economic activities.

> \* In the previous year, advance payments were also part of fixed assets. In the 2023/24 financial year, these were reclassified from assets under construction to other non-financial assets (see also "5.3 Accounting methods" in the annual financial statements).

## I.ENVIRONMENT 6. EU-TAXONOMY

use assets pursuant to IFRS 16, however, excluding prepayments, before impairments and revaluations, including those arising from revaluations and impairments, and excluding changes of the fair value.

#### CAPEX DENOMINATOR BREAKDOWN

### CAPEX DENOMINATOR ON AGGREGATED LEVEL OF ECONOMIC ACTIVIT Y BROKEN DOWN

{28}------------------------------------------------

Image /page/28/Picture/7 description: This image contains a table that presents taxonomy-eligible CapEx additions broken down by economic activity. The table is divided into two main sections: "ECONOMIC ACTIVITY PURSUANT TO THE DELEGATED REGULATION" and "CAPEX SHARE/TOTAL CAPEX." The first section lists economic activities and their corresponding total numerator in MEUR (millions of euros). The activities include: EA 6.5 Transport by motorbikes, passenger cars and light commercial vehicles (5.35 MEUR), EA 6.6. Freight transport services by road (8.35 MEUR), EA 7.3. Installation, maintenance and repair of energy efficiency equipment (0.82 MEUR), and EA 7.7. Acquisition and ownership of buildings (74.68 MEUR). The second section, "CAPEX SHARE/TOTAL CAPEX," shows the taxonomy-aligned and taxonomy-eligible percentages for various categories: CCM (0.00% aligned, 53.46% eligible), CCA (0.00% aligned, 0.00% eligible), WTR (0.00% aligned, 0.00% eligible), CE (0.00% aligned, 0.00% eligible), PPC (0.00% aligned, 0.00% eligible), and BIO (0.00% aligned, 0.10% eligible).

CapEx of the business year 2023/2024 has mainly changed through the increase in additions to assets in the course of construction. This increase results from the expansion of the business lines due to acquiring new customers especially in the Airline Catering division and the International Event Catering division in the US.

We have improved the collection process through more precise inquiries and more detailed data collecting by deepening the

## I.ENVIRONMENT 6. EU-TAXONOMY

TAXONOMY-ELIGIBLE CAPEX ADDITIONS BROKEN DOWN BY ECONOMIC ACTIVITY

| ECONOMIC ACTIVITY PURSUANT TO THE DELEGATED REGULATION                       | TOTAL NUMERATOR IN MEUR |
|------------------------------------------------------------------------------|-------------------------|
| EA 6.5 Transport by motorbikes, passenger cars and light commercial vehicles | 5.35                    |
| EA 6.6. Freight transport services by road                                   | 8.35                    |
| EA 7.3. Installation, maintenance and repair of energy efficiency equipment  | 0.82                    |
| EA 7.7. Acquisition and ownership of buildings                               | 74.68                   |

level of detail in calculating this key performance indicator. In the business year 2023/2024 no capital expenditure were made in the context of business combinations. Furthermore, we have to highlight that no CapEx plan was prepared for the business year 2023/24. Additionally, additions to the defined CapEx in the amount of EUR 165,948 relating to the turnover-generating economic activity BIO 2.1 were recorded in the same period.

|     | CAPEX SHARE/TOTAL CAPEX        |                                 |
|-----|--------------------------------|---------------------------------|
|     | Taxonomy-aligned per objective | Taxonomy-eligible per objective |
| CCM | 0,00%                          | 53,46%                          |
| CCA | 0,00%                          | 0,00%                           |
| WTR | 0,00%                          | 0,00%                           |
| CE  | 0,00%                          | 0,00%                           |
| PPC | 0,00%                          | 0,00%                           |
| BIO | 0,00%                          | 0,10%                           |

{29}------------------------------------------------

# I.ENVIRONMENT

### 6. EU-TAXONOMY

| Financial Year 2034/2024                                                                                                                  |         | 2023/24 | Substantial contribution criteria |                           |                           |        |           |                  |              |                           | DNSH-criteria ("Does Not Significantly Harm") |       |           |                  |              |                    |                                                                        |                            |                               |  |
|-------------------------------------------------------------------------------------------------------------------------------------------|---------|---------|-----------------------------------|---------------------------|---------------------------|--------|-----------|------------------|--------------|---------------------------|-----------------------------------------------|-------|-----------|------------------|--------------|--------------------|------------------------------------------------------------------------|----------------------------|-------------------------------|--|
| Economic Activities                                                                                                                       | Code    | CapEx   | Propor-tion of CapEx              | Climate Change Mitigation | Climate Change Adaptation | Water  | Pollution | Circular Economy | Biodiversity | Climate Change Mitigation | Climate Change Adaptation                     | Water | Pollution | Circular Economy | Biodiversity | Minimum Safeguards | Proportion of Taxonomy-aligned (A.1.) or eligible (A.2.) CapEx 2022/23 | Category enabling activity | Category transitiona activity |  |
| Text                                                                                                                                      |         | mEUR    | %                                 | Y;N/EL                    | Y;N/EL                    | Y;N/EL | Y;N/EL    | Y;N/EL           | Y;N/EL       | Y/N                       | Y/N                                           | Y/N   | Y/N       | Y/N              | Y/N          | Y/N                | %                                                                      | E                          | T                             |  |
| A. Taxonomy-eligible activities                                                                                                           |         |         |                                   |                           |                           |        |           |                  |              |                           |                                               |       |           |                  |              |                    |                                                                        |                            |                               |  |
| A.1 Environmentally sustainable activities (Taxonomy-aligned)                                                                             |         |         |                                   |                           |                           |        |           |                  |              |                           |                                               |       |           |                  |              |                    |                                                                        |                            |                               |  |
| CapEx of environmentally sustainable activities (Taxonomy-aligned) (A.1)                                                                  |         | 0,00    | 0,00%                             | 0,00%                     | 0,00%                     | 0,00%  | 0,00%     | 0,00%            | 0,00%        |                           |                                               |       |           |                  |              |                    | 0,00%                                                                  |                            |                               |  |
| Of which enabling                                                                                                                         |         | 0,00    | 0,00%                             | 0,00%                     | 0,00%                     | 0,00%  | 0,00%     | 0,00%            | 0,00%        |                           |                                               |       |           |                  |              |                    | 0,00%                                                                  | E                          |                               |  |
| Of which transitioning                                                                                                                    |         | 0,00    | 0,00%                             | 0,00%                     | 0,00%                     | 0,00%  | 0,00%     | 0,00%            | 0,00%        |                           |                                               |       |           |                  |              |                    | 0,00%                                                                  |                            | T                             |  |
| A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)                                    |         |         |                                   |                           |                           |        |           |                  |              |                           |                                               |       |           |                  |              |                    |                                                                        |                            |                               |  |
| Transport by Motorbikes, Passenger Cars and Ligh Commercial Vehicles                                                                      | CCM6.5  | 5,35    | 3,20%                             | EL                        | N/EL                      | N/EL   | N/EL      | N/EL             | N/EL         |                           |                                               |       |           |                  |              |                    | 4,10%                                                                  |                            |                               |  |
| Freight Transport Services by Road                                                                                                        | CCM6.6  | 8,35    | 4,99%                             | EL                        | N/EL                      | N/EL   | N/EL      | N/EL             | N/EL         |                           |                                               |       |           |                  |              |                    | 1,90%                                                                  |                            |                               |  |
| Installation, Maintenance and Repair of Energy Efficiency Equipment                                                                       | CCM7.3  | 0,82    | 0,49%                             | EL                        | N/EL                      | N/EL   | N/EL      | N/EL             | N/EL         |                           |                                               |       |           |                  |              |                    | 0,50%                                                                  |                            |                               |  |
| Installation, Maintenance and Repair of Charging Stations for Electric Vehicles in Buildings (and parking spaces attached to buildings)   | CCM7.4  | 0,00    | 0,00%                             | EL                        | N/EL                      | N/EL   | N/EL      | N/EL             | N/EL         |                           |                                               |       |           |                  |              |                    | 0,50%                                                                  |                            |                               |  |
| Installation, Maintenance and Repair of Instruments and Devices for Measuring, Regulation and Controlling Energy Performance of Buildings | CCM7.5  | 0,00    | 0,00%                             | EL                        | N/EL                      | N/EL   | N/EL      | N/EL             | N/EL         |                           |                                               |       |           |                  |              |                    | 0,10%                                                                  |                            |                               |  |
| Installation, Maintenance and Repair of Renewable Energy Technologies                                                                     | CCM7.6  | 0,00    | 0,00%                             | EL                        | N/EL                      | N/EL   | N/EL      | N/EL             | N/EL         |                           |                                               |       |           |                  |              |                    | 0,00%                                                                  |                            |                               |  |
| Acquisition and Ownership of Buildings                                                                                                    | CCM7.7  | 74,68   | 44,68%                            | EL                        | N/EL                      | N/EL   | N/EL      | N/EL             | N/EL         |                           |                                               |       |           |                  |              |                    | 36,30%                                                                 |                            |                               |  |
| Hotels, holiday, camping grounds and similar accommodation                                                                                | BIO 2.1 | 0,17    | 0,10%                             | N/EL                      | N/EL                      | N/EL   | N/EL      | N/EL             | EL           |                           |                                               |       |           |                  |              |                    |                                                                        |                            |                               |  |
| CapEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2)                         |         | 89,36   | 53,46%                            | 99,81%                    | 0,00%                     | 0,00%  | 0,00%     | 0,00%            | 0,19%        |                           |                                               |       |           |                  |              |                    | 54,90%                                                                 |                            |                               |  |
| A. CapEx of Taxonomy eligible activities (A.1+A.2)                                                                                        |         | 89,36   | 53,46%                            | 99,81%                    | 0,00%                     | 0,00%  | 0,00%     | 0,00%            | 0,19%        |                           |                                               |       |           |                  |              |                    | 54,90%                                                                 |                            |                               |  |
| B. Taxonomy-non-aligned activities                                                                                                        |         |         |                                   |                           |                           |        |           |                  |              |                           |                                               |       |           |                  |              |                    |                                                                        |                            |                               |  |
| CapEx of Taxonomy-non-eligible activities                                                                                                 |         | 77,78   | 46,54%                            |                           |                           |        |           |                  |              |                           |                                               |       |           |                  |              |                    |                                                                        |                            |                               |  |
| Total                                                                                                                                     |         | 167,14  | 100,00%                           |                           |                           |        |           |                  |              |                           |                                               |       |           |                  |              |                    |                                                                        |                            |                               |  |

{30}------------------------------------------------

## I.ENVIRONMENT 6. EU-TAXONOMY

#### **6.5.OPERATIONAL EXPENDITURES OPEX**

The denominator includes direct not capitalised costs relating to research and development, renovation measures for buildings, short-term rental agreements, maintenance and repair as well as all other direct expenses relating to ongoing maintenance of property, plant and equipment.

These expenditures can be made by the organisation itself or outsourced to third parties in order to ensure continuous and efficient operation of assets, in this case cleaning costs. The numerator represents the share of operational expenditures in the denominator which relates to assets or processes in connection with taxonomy-orientated economic activities and direct not capitalised costs for research and development. Pursuant to the EU Taxonomy, operational expenditures not significant for the company's business model are not to be considered. The denominator of the operational expenditures was calculated pursuant to the above description and amounts to in total mEUR 46,39 . The numerator was not broken down in detail by economic sectors due to materiality reasons, since pursuant to the EU Taxonomy OpEx is not significant for DO & CO's business model. We consider the OpEx denominator as not significant compared to the previous year for the first time, due to a more detailed calculation method and a different approach.

The insignificance was assessed in qualitative terms as well as in terms of quantity. In qualitative terms, our operational expenditures are not a significant part of our business model. In terms

| Financial Year 2034/2024                                                                                         |      | 2023/24 |                    | Substantial contribution criteria |                           |          |           |                  |              | ONSH-criteria ("Does Not Significantly Harm") |                           |       |           |                  |              |                    |                                                                       |                            |                                |
|------------------------------------------------------------------------------------------------------------------|------|---------|--------------------|-----------------------------------|---------------------------|----------|-----------|------------------|--------------|-----------------------------------------------|---------------------------|-------|-----------|------------------|--------------|--------------------|-----------------------------------------------------------------------|----------------------------|--------------------------------|
| Economic Activities                                                                                              | Code | OpEx    | Proportion of OpEx | Climate Change Mitigation         | Climate Change Adaptation | Water    | Pollution | Circular Economy | Biodiversity | Climate Change Mitigation                     | Climate Change Adaptation | Water | Pollution | Circular Economy | Biodiversity | Minimum Safeguards | Proportion of Taxonomy-aligned (A.1.) or eligible (A.2.) OpEx 2022/23 | Category enabling activity | Category transitional activity |
| Text                                                                                                             |      | mEUR    | %                  | Y;N;N/EL                          | Y;N;N/EL                  | Y;N;N/EL | Y;N;N/EL  | Y;N;N/EL         | Y;N;N/EL     | Y/N                                           | Y/N                       | Y/N   | Y/N       | Y/N              | Y/N          | Y/N                | %                                                                     | E                          | T                              |
| A. Taxonomy-eligible activities                                                                                  |      |         |                    |                                   |                           |          |           |                  |              |                                               |                           |       |           |                  |              |                    |                                                                       |                            |                                |
| A.1 Environmentally sustainable activities (Taxonomy-aligned)                                                    |      |         |                    |                                   |                           |          |           |                  |              |                                               |                           |       |           |                  |              |                    |                                                                       |                            |                                |
| OpEx of environmentally sustainable activities (Taxonomy-aligned) (A.1)                                          |      | 0,00    | 0,00%              | 0,00%                             | 0,00%                     | 0,00%    | 0,00%     | 0,00%            | 0,00%        |                                               |                           |       |           |                  |              |                    | 0,00%                                                                 |                            |                                |
| Of which enabling                                                                                                |      | 0,00    | 0,00%              | 0,00%                             | 0,00%                     | 0,00%    | 0,00%     | 0,00%            | 0,00%        |                                               |                           |       |           |                  |              |                    | 0,00%                                                                 | E                          |                                |
| Of which transitioning                                                                                           |      | 0,00    | 0,00%              | 0,00%                             |                           |          |           |                  |              |                                               |                           |       |           |                  |              |                    | 0,00%                                                                 |                            | T                              |
| A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)           |      |         |                    | EL;N/EL                           | EL;N/EL                   | EL;N/EL  | EL;N/EL   | EL;N/EL          | EL;N/EL      |                                               |                           |       |           |                  |              |                    |                                                                       |                            |                                |
| OpEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) |      | 0,00    | 0,00%              | 0,00%                             | 0,00%                     | 0,00%    | 0,00%     | 0,00%            | 0,00%        |                                               |                           |       |           |                  |              |                    | 78,10%                                                                |                            |                                |
| A. OpEx of Taxonomy eligible activities (A.1+A.2)                                                                |      | 0,00    | 0,00%              | 0,00%                             | 0,00%                     | 0,00%    | 0,00%     | 0,00%            | 0,00%        |                                               |                           |       |           |                  |              |                    | 78,10%                                                                |                            |                                |
| B. Taxonomy-non-aligned activities                                                                               |      |         |                    |                                   |                           |          |           |                  |              |                                               |                           |       |           |                  |              |                    |                                                                       |                            |                                |
| OpEx of Taxonomy-non-eligible activities                                                                         |      | 46,39   | 100,00%            |                                   |                           |          |           |                  |              |                                               |                           |       |           |                  |              |                    |                                                                       |                            |                                |
| Total                                                                                                            |      | 46,39   | 100,00%            |                                   |                           |          |           |                  |              |                                               |                           |       |           |                  |              |                    |                                                                       |                            |                                |

of quantity the insignificance was assessed using turnover, since our company is strongly based on turnover and this was used as benchmark. Relating to turnover, the OpEx denominator calculated pursuant to the criteria described above, is not a significant part of our business neither in qualitative terms nor in terms of quantity.

{31}------------------------------------------------

# I.ENVIRONMENT

### 6. EU-TAXONOMY

#### **6.6.ACTIVITIES IN THE NUCLEAR ENERGY AND FOSSIL GAS SECTORS** (NOTHING TO REPORT)

DO & CO does not operate in the nuclear energy and fossil gas sector. Therefore, the following is reported:

| LINE                          | NUCLEAR ENERGY RELATED ACTIVITIES                                                                                                                                                                                                                                                                                                         |    |
|-------------------------------|-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------|----|
| 1.                            | The company carries out, funds or has exposures to research, development,<br>demonstration and deployment of innovative electricity generation facilities that<br>produce energy from nuclear processes with minimal waste from the fuel cycle.                                                                                           | NO |
| 2.                            | The company carries out, funds or has exposures to construction and safe operation<br>of new nuclear installations to produce electricity or process heat, including for the<br>purposes of district heating or industrial processes such as hydrogen production, as<br>well as their safety upgrades, using best available technologies. | NO |
| 3.                            | The company carries out, funds or has exposures to safe operation of existing nuc<br>lear installations that produce electricity or process heat, including for the purposes<br>of district heating or industrial processes such as hydrogen production from nuclear<br>energy, as well as their safety upgrades.                         | NO |
| Fossil gas related activities |                                                                                                                                                                                                                                                                                                                                           |    |
| 4.                            | The company carries out, funds or has exposures to construction or operation of<br>electricity generation facilities that produce electricity using fossil gaseous fuels.                                                                                                                                                                 | NO |
| 5.                            | The company carries out, funds or has exposures to construction, refurbishment,<br>and operation of combined heat/cool and power generation facilities using fossil<br>gaseous fuels.                                                                                                                                                     | NO |
| 6.                            | The company carries out, funds or has exposures to construction, refurbishment and<br>operation of heat generation facilities that produce heat/cool using fossil gaseous<br>fuels.                                                                                                                                                       | NO |

|     | OPEX SHARE/TOTAL OPEX          |                                 |
|-----|--------------------------------|---------------------------------|
|     | Taxonomy-aligned per objective | Taxonomy-eligible per objective |
| CCM | 0,00 %                         | 0,00 %                          |
| CCA | 0,00 %                         | 0,00 %                          |
| WTR | 0,00 %                         | 0,00 %                          |
| CE  | 0,00 %                         | 0,00 %                          |
| PPC | 0,00 %                         | 0,00 %                          |

{32}------------------------------------------------

## II.SOCIAL

Image /page/32/Picture/0 description: A group of people are posing for a picture. In the bottom left corner of the image, the text "OUR MISSION IS TO CREATE UNFORGETTABLE MOMENTS OF EXCELLENCE, EMPATHY, AND JOY." is visible. In the upper right corner of the image, the text "II.SOCIAL" is visible, followed by a paragraph of text. The text "MICHELIN 2023" is visible on a red sign in the lower left portion of the image. The text "OUR PEOPLE: THE HEART OF UNFORGETTABLE EXPERIENCES" is visible, followed by a paragraph of text. The text "INVESTING IN GROWTH AND FOSTERING A THRIVING CULTURE" is visible, followed by a paragraph of text. The text "OUR COMMITMENT TO DIVERSITY, WELL-BEING, AND SOCIAL RESPONSIBILITY" is visible, followed by a paragraph of text. The text "DO & CO sustainability report 2023/24 65" is visible in the bottom right corner of the image.

We go above and beyond to ensure our guests have a truly unique and remarkable experience. We are committed to exceeding expectations with **exceptional quality.**

#### **OUR PEOPLE:** THE HEART OF UNFORGETTABLE EXPERIENCES

#### **OUR COMMITMENT TO DIVERSITY, WELL-BEING,** AND SOCIAL RESPONSIBILITY

DO & CO's success hinges on our dedicated workforce of over 15 thousand employees. We meticulously assemble diverse teams with global event experience for each event. Their cultural agility and multilingual communication foster deeper connections and enable personalized service. Strategic leadership and a profound understanding

We are committed to promoting diversity and providing a secure work environment where internal development is fully supported. Guided by our core values of innovation, quality and people, we cultivate a collaborative environment that drives our collective achievements.

of the DO & CO ethos empower them to exemplify excellence, efficiency, and seamless collaboration. This synergy of international and local expertise guarantees flawless event execution, upholding the impeccable DO & CO brand and our undeniable unique selling proposition.

#### **INVESTING IN GROWTH AND FOSTERING** A THRIVING CULTURE

Understanding and embracing our core values of service and experience cultivation empowers individuals to develop and thrive within our company. True hospitality and teamwork are industry cornerstones, and we prioritize fostering and promoting internal talent. This commitment is reflected in the fact that a significant portion of our executive team rose through the ranks of DO & CO. By investing in our people's growth, we empower them to shape the company's future alongside experienced mentors. We identify high performance individuals and support mentorship and appropriate training.

TY, **WELL-BEING**,

{33}------------------------------------------------

## II.SOCIAL 7. S1 OWN WORKFORCE

In the food and catering industry, the success and sustainability of operations hinges on a thriving workforce. Our dedicated employees are more than just task executors; they are the driving force behind exceptional service, impeccable hygiene standards, and the reputation of DO & CO.

Image /page/33/Picture/2 description: In a commercial kitchen, two chefs are working at a stainless steel counter. The chef on the right is wearing a white chef's coat with a purple collar, a blue baseball cap, and blue gloves. He is looking to the left. The chef on the left is wearing a white chef's coat and a blue baseball cap. There are several bottles of oil and vinegar on the counter, as well as a pot of food on a burner. Steam is rising from the pot.

### **OUR DEDICATED EMPLOYEES ARE MORE THAN JUST TASK EXECUTORS;**

they are the driving force behind exceptional service, impeccable hygiene standards, and the reputation of DO & CO.

We recognize that staff well-being is not just a moral imperative but an important strategic decision not only leads to business excellence but that aligns with our commitment to sustainability. By prioritizing the well-being of our employees, we equip them to better adapt to industry challenges and contribute to the company's overall success. This translates to a more resilient and adaptable workforce, prepared to navigate the evolving landscape of the food and catering industry.

#### **7.1.LABOUR PRACTICES**

[ GRI 401 – 1, ANGABE 2 – 7 A) D) E) ]

We take pride in our commitment to robust labour practices, ensuring fair treatment and employee well-being. This translates into ensuring and checking competitive compensation structures that comply with national regulations and avoid discrimination based on any personal characteristic. Additionally, we prioritize safety by providing comprehensive training on hygiene and safety protocols. We cultivate a supportive work environment that fosters inclusion, respect, and open communication. Through these initiatives, DO & CO demonstrates its unwavering dedication to ethical labour practices, creating a workplace where all employees can thrive.

#### **7.1.1.STRATEGY AND IMPACTS**

Our rapid expansion is a testament to the commitment and talent of our staff. Investing in their skill development and empowering them to take ownership are key factors in our success.

While we celebrate the growth and expansion of our operations over the past year, we are also keenly aware of the significant challenges that lie ahead. To sustain this momentum, we must continuously strive for operational excellence, drive innovation, and lead the way in quality, efficiency, and automation within our sectors.

Image /page/33/Picture/12 description: A group of about 20 chefs in white uniforms and hats are throwing their hats in the air in front of a building with the word "TURKISH" on it. The chefs are all smiling and looking up at the hats. The building is made of glass and wood, and there are some plants in front of it.

Our employee ownership model, diversification, innovation agility, and quality remain core aspects of our DNA, ensuring a solid foundation for the future. We are incredibly proud of our staff's dedication and teamwork to building and growing our business. They consistently go the extra mile to deliver exceptional quality and service to our customers, fostering a unique culture that prioritizes customer satisfaction.

{34}------------------------------------------------

Understanding true hospitality and seamless teamwork is paramount in our industry. This is why we prioritise identifying and developing internal talent. We continue to expand opportunity possibilities at all levels for exploration and knowledge expansion.

Many of our leaders started in entry-level roles, giving them a firsthand perspective on our customers' needs and the challenges our teams face. By supporting upward mobility, we cultivate a culture where service industry understanding is ingrained at every level.

By creating a supportive environment in which we embrace internal growth and development, we have retained talent, built a strong leadership pipeline with deep service industry knowledge, and contribute to a sustainable workforce.

We have hands-on training programs that equip our staff with the technical skills, leadership qualities, and industry best practices needed for advancement. Additionally, leaders support rising stars through mentorship, providing guidance and support for career development. We create an open environment which fosters a culture of regular feedback, and growth. We support our staff members to identify their strengths and weaknesses and set opportunities to challenge themselves.

Image /page/34/Picture/5 description: A large group of people are posing for a photo in front of a building with the words "PADDOCK CLUB" on it. Most of the people are wearing white shirts, and some are wearing jackets or sweaters. They are all smiling and waving at the camera. The photo appears to have been taken outdoors, and there are trees and other greenery in the background.

### HOSPITALITY AT ITS CORE: Cultivating talent from within

Labour practices play a critical role in the operations of DO & CO. Ensuring the safety and well-being of our workforce is fundamental, reflected in our implementation of strict measures to maintain ambitious standards of workplace safety and hygiene. This includes providing comprehensive training in food handling and safety protocols, forming a secure environment conducive to employee health and productivity. We actively support career advancement by offering opportunities for promotions and participation in mentorship programs, thereby enhancing employee engagement and retention.

Despite the unique demands of the service industry, which may include irregular hours spanning evenings, weekends, and holidays, we work to ensure a healthy work-life balance for our employee, recognising the potential impact on staff career satisfaction. Workplace discrimination or unfair treatment based on race, gender, or other factors is a concern in any organization. Our approach is to prioritize a culture of respect and inclusivity at DO & CO, involving continuous evaluation and improvement of our labour practices to create a supportive and equitable workplace environment.

A key element of our internal development approach is crossfunctional job rotation. This allows employees to gain valuable experience in different areas of the business, expanding their skillsets and preparing them for future growth. We further empower high performers who demonstrate dedication by matching them with experienced mentors. This ensures the successful transfer of DO & CO traditions and visions, while ensuring a culture of continuous learning and development.

We cultivate a positive workplace culture by embracing a less hierarchical structure. We believe in open communication, collaboration, and empowering our team members to take ownership of their roles. This allows a supportive and inclusive environment where everyone feels valued and heard.

#### **7.1.2.PERFORMANCE INDICATORS**

Our headcount has increased 11% since last year (previous year: 13,496). This is due to the expansion of business activities in some units, including growth in Turkey, the opening of our new unit in Miami and the expansion of the unit in New York.

We recognise the importance of addressing the high employee turnover rate exhibited above. This rate can be partially attributed to the seasonal nature of the airline and events industry where we also hire seasonal support, giving employees flexible work opportunities.

At DO & CO we guarantee a sense of job security for our staff by ensuring that our seasonal employees are welcomed back to their roles year after year, or if desired, to merge into the main company operations.

| INDICATOR                              | RESULT          |
|----------------------------------------|-----------------|
| Employee Headcount                     | 15,048          |
| Employee FTE                           | 13, 327         |
| Total Hours Worked<br>(incl. overtime) | 33,436,058.87   |
| Employee turnover                      | 40%             |
| thereof female                         | 37%             |
| thereof male                           | 63%             |
| Number of<br>work stoppages / strikes  | 0               |
| Average compensatio<br>per FTE, in     | EUR 32, 565     |
| Total remuneration of<br>all employees | EUR 468,180,124 |

#### **7.2.OCCUPATIONAL HEALTH AND SAFETY**

[ GRI 403 – 1, GRI 403 – 2, GRI 403 – 4, GRI 403 – 5 ]

At DO & CO, prioritizing the safety and well-being of our employees is a foundational principle, spanning operations ranging from small-scale private events to large-scale endeavours. We deliver regular safety training, providing access to personal protective equipment, and establishing clear emergency protocols. Our commitment extends to supporting any employee facing health or safety issues, to fostering open communication, and to continuously refining our safety standards. This dedication to employee well-being creates a secure workplace environment that empowers our team to excel. Moreover, our global efforts are focused on enhancing working conditions and fostering a positive work culture conducive to occupational health and safety across all DO & CO operations.

#### **7.2.1.STRATEGY AND IMPACTS**

management, we mitigate the risk of workplace accidents and

To uphold our commitment to the safety and well-being of our employees, we have implemented a comprehensive range of measures designed to safeguard the health and safety of our workforce while also addressing potential challenges. In the context of the food and catering industry, compliance with local, state, and federal regulations pertaining to food safety, workplace safety, and occupational health is foundational. This encompasses rigorous food handling practices, stringent cleanliness standards, and the implementation of robust safety protocols. By establishing explicit safety procedures for tasks such as heavy lifting, equipment operation, and thermal hazard injuries. We acknowledge the common risks and challenges of our industry such as demanding work schedules, including long shifts, overtime, or irregular hours, can lead to employee fatigue, reduced alertness, and increased risk of accidents. Similarly, understaffing may result in increased workload and stress, compromising employees' ability to work safely and efficiently. We respond to these challenges with a proactive approach with renewed commitment to foster a safe and supportive work environment that empowers our team to deliver exceptional service to our customers. We are aware of the risks and ensure that we ensure that our staff work within teams to self-regulate during peak periods.

{35}------------------------------------------------

# II.SOCIAL

#### **7.2.2.PERFORMANCE INDICATORS**

The fatality in one of our units is still under review. Accidents are thoroughly reviewed and monitored by the safety team to ensure that adequate measures are implemented to ensure safe working practices for all our employees at work.

We strive to continuously optimise our safety processes and use the data we collect to generate effective measures.

#### **7.3.1.STRATEGY AND IMPACTS**

Our organization is committed to cultivating a vibrant, equitable, and inclusive workplace where every individual is valued and supported, regardless of their background. We prioritize initiatives that promote equal opportunity, equitable pay, and access to development programs to foster a fair and inclusive work environment. By implementing unbiased recruitment processes, we aim to enrich our workforce with a range of perspectives and experiences.

We understand that unconscious bias exists, even in a company as diverse as ours. These are automatic assumptions we might not even realize we are making, and they can impact recruitment and promotion decisions. This can lead to underrepresentation of certain groups in leadership roles, which can hinder inclusivity. We work to address this challenge head-on and encourage diversity. To make fair decisions, we equip our managers with training on unconscious bias and diversity, equity, and inclusion (DE&I) topics.

Our goal is a workplace where everyone feels valued and can thrive. Diversity isn't just something we tolerate; it is a fundamental driver of success and innovation. When everyone feels included and can contribute, we all achieve more together.

#### **7.3.2.PERFORMANCE INDICATORS**

This year 37% of our workforce is composed of women, which is an increase of 4 per cent points on previous year. In total approximately 40% of our workforce is led by female senior management (calculated on the basis of the led headcounts). Most notably our Turkish, Polish, and part of our Austrian operations are female-led. In terms of gender representation in leadership roles, the kitchen chef positions have the lowest representation of women. On the other hand, our HR and Quality Assurance departments have the highest representation of women in senior leadership positions. With these insights, we are working on balancing our gender representation across departments and respective leadership roles.

| INDICATOR                                                      | RESULT |
|----------------------------------------------------------------|--------|
| Number of work-related<br>injuries per 100.000 hours<br>worked | 4.12   |
| Lost time injury rate<br>(in days per injury)                  | 7.38   |
| Number of fatalities at work                                   | 1      |

| INDICATOR                               | RESULT |
|-----------------------------------------|--------|
| New hires                               | 9.424  |
| thereof female                          | 40%    |
| thereof male                            | 60%    |
| Number of women on<br>management board  | 1      |
| Number of women on<br>supervisory board | 1      |

#### **7.3.DIVERSIT Y**

[ GRI 405 – 1 ]

We are firmly dedicated to fostering a diverse, equitable, and inclusive workplace environment at DO & CO, where we celebrate the unique qualities of every individual. Our commitment to diversity extends beyond mere representation, aiming to cultivate an inclusive atmosphere where individuals of all backgrounds feel valued, respected, and supported. This goes hand in hand with our commitment to our staff's cultural agility and multilingual communication, fostering deeper connections and enabling personalized service. This diversity is key to our success. Acknowledging the importance of diverse perspectives in decision-making and innovation, we are focused on enhancing diversity across all levels of our organization. We are committed to providing equal opportunities for all employees and are actively working to increase representation, particularly in leadership roles, to further strengthen our culture and drive corporate progress.

Image /page/35/Picture/9 description: A group of chefs in white uniforms and hats are posing for a photo. They are standing close together and smiling at the camera. There are about 15 chefs in the photo, and they are all of different ages and ethnicities. The chefs are standing in a kitchen, and there are plates of food on the counter in front of them. There is also a bottle of water on the counter.

{36}------------------------------------------------

## II.SOCIAL

### A THRIVING LEARNING ENVIRONMENT

**7.4.EMPLOYEE TRAINING AND DEVELOPMENT** 

[ GRI 404 – 1, GRI 404 – 2 ]

At DO & CO, we recognize the profound impact of continuous learning on both individual and organizational success. That is why we prioritize lifelong learning and skill development for all our employees. We believe in empowering our diverse workforce across international business areas to evolve and excel in their careers.

#### **7.4.1.STRATEGY AND IMPACTS**

Our approach to training combines engaging in-person learning workshops, online self-paced modules, and mentorship programs. This allows employees to learn at their own pace, work cross functionally, and opens up opportunities to connect with colleagues, and allows guidance from experienced mentors embeds our traditions and values.

We foster a culture of self-directed learning and advancement. Beyond the structured training programs, we encourage employees to take ownership of their professional development by supporting them in pursuing projects aligned with their interests and career goals, and by matching high performers with experienced mentors. This ensures the successful transfer of DO & CO traditions and visions, while fostering a culture of continuous learning.

Our commitment to providing ongoing learning and skill development opportunities is integral to ensuring a safe and proficient workforce in the service industry. Through internal training programs, employees receive specialized instruction in culinary techniques, food safety practices, and customer service skills, enhancing their competency and ability to deliver high-quality service. Many of our employees have benefited from job rotations and in-house development opportunities, progressing significantly within the company, and exemplifying our commitment to developing career growth.

Image /page/36/Picture/9 description: Two chefs are preparing food outdoors. One chef is wearing a white chef's hat and a khaki uniform with a "STAFF" tag. The other chef is wearing a black baseball cap, glasses, and a khaki uniform. Both chefs are wearing black gloves and holding a large sheet of dough with a wooden rod. There is a metal bowl and a wooden bucket on the table in front of them. The background shows trees and a blue sky.

#### **7.4.2.PERFORMANCE INDICATORS**

We are currently unable to provide precise data on training hours. Our aim is to avoid publishing inaccurate figures, so we will focus on obtaining accurate data in the near future. It is important to note that accurately recording training hours, especially on-the-job training, is a challenge. We are actively working on implementing a learning management system that will enable the recording and formalization of training. However, this figure will not be published for this reporting year due to the quality of the data.

A key element of this approach is cross-functional job rotation. This allows employees to gain valuable experience in different areas of the business, expanding their skillsets and preparing them for future growth opportunities.

We cultivate a positive workplace culture by embracing a less hierarchical structure. We believe in open communication, collaboration, and empowering our team members to take ownership of their roles. This creates a supportive and inclusive environment where everyone feels valued and heard.

Despite the positive impacts of our training initiatives, challenges such as inconsistency in delivery and inadequate resource allocation for training programs may nonetheless influence task effectiveness. However, we proactively address these challenges by providing regular updates and reminders to ensure compliance with the latest health and safety guidelines. By leveraging opportunities for progression, flexible development access through a combination of in-person and online learning, and a focus on cross-functional experiences, we aim to overcome challenges and maximize the positive impacts of our training initiatives on employee growth and career advancement.

Image /page/36/Picture/16 description: A group of people are standing in a room, holding papers and smiling. They are dressed in business attire, with women wearing skirts and blazers and men wearing suits and ties. The room has a wooden floor and a white wall with a large graphic on it. The graphic appears to be an advertisement for Audi, featuring a person in a red shirt and the Audi logo. The people are standing in a semi-circle, facing a person who is partially visible in the foreground, suggesting they are listening to someone speaking. The overall atmosphere is professional and celebratory.

{37}------------------------------------------------

Image /page/37/Picture/15 description: A top-down shot shows a wooden tray filled with various fruits and drinks. The tray contains a green apple, a sliced lime, a whole pomegranate, a jar of dark red juice with a straw, a halved beet, a jar of green juice with a straw, some romaine lettuce, and a halved pomegranate with visible seeds.

## II.SOCIAL 8.S2 WORKERS IN THE VALUE CHAIN

In the food and catering industry, the workforce throughout the entire value chain is integral to operational success and sustainability. From farmers and producers to distributors and delivery personnel, each one contributes to the seamless functioning of the supply chain. Recognizing the importance of these workers is not only essential for ethical considerations but also critical for maintaining the integrity and efficiency of the industry. Ensuring fair wages, safe working conditions, and opportunities for professional growth across the value chain not only upholds human rights but also fosters trust and collaboration among stakeholders. Furthermore, prioritizing the well-being of workers in the value chain aligns with sustainability goals by promoting social responsibility and resilience within the industry. By valuing and supporting workers at every stage of the value chain, businesses can cultivate stronger relationships, mitigate risks, and contribute to a more sustainable and ethical food system.

#### **8.1.SOCIALLY RESPONSIBLE SOURCING**

[ GRI 414 – 1, ANGABE 2 – 6 ]

Socially responsible sourcing is key for DO & CO. Prioritizing responsible sourcing practices ensures ethically produced products, minimizes negative community and environmental impacts, and upholds labour standards throughout the supply chain. Every facet of the sourcing process, from agricultural practices to ingredient sourcing and packaging, offers an opportunity to make socially and environmentally conscious decisions. Today's consumers seek transparency and accountability in the products they purchase, ethical accountability, inclusive of their impact on local communities and the environment. Sustainable sourcing practices, especially from local, small, and diverse suppliers, not only provide insight into market trends but also support authentic, culturally relevant products and services, driving overall satisfaction and contributing to the growth of the local economy.

#### **8.1.1.STRATEGY AND IMPACTS**

We take a comprehensive approach to ethical and environmental responsibility throughout our supply chain. We address key areas like human rights deforestation, animal welfare, and biodiversity and through our supplier code of conduct expect all our suppliers to adhere.

We prioritize sustainable sourcing, especially for high-impact products like beef and palm oil. Our goal is to eliminate deforestation and peatland conversion by 2030. Additionally, our sustainable sourcing policy emphasizes high animal welfare standards. For example, we are phasing out caged eggs and chickens across all our kitchens globally.

Collaboration with our customers strengthens our efforts. We provide education and support to those who prioritize distinct aspects of their supply chain, such as offering menus with specific sustainability certifications or helping them track the origin of their food. Together, we ensure responsible and ethical sourcing, maintaining the high quality whether it is on an airline or at a sporting event.

In line with pending legislation, we are rolling out supply chain audits, starting in Germany under the LKSG (Lieferkettensorgfaltspflichtsgesetz) regulation (effective January 2023). This initiative will expand under the EU's recently passed Corporate Sustainability Due Diligence Directive (CSDDD), although it may take several years to come into full force. However, we are committed to going beyond mere compliance. We believe the food supply chain is so crucial and delicate that we are prioritizing supply chain audits for the coming year. We hold our suppliers accountable for adhering to our code of conduct through a variety of measures, including audits and contractual agreements. We are committed to transparency and publish annual sustainability reports that detail our progress and goals.

Ensuring sustainable and socially responsible sourcing practices is a key priority within our operations at DO & CO. We are committed to supporting fair labour practices and local communities by partnering with suppliers who prioritize fair wages, safe working conditions, and ethical sourcing. This deliberate approach not only contributes to positive environmental impacts by reducing transportation-related emissions through local sourcing but also fosters economic development within the communities we operate in.

Navigating complex supply chains with multiple intermediaries and global networks underscores the importance of maintaining transparency and upholding ethical sourcing practices. This complexity emphasizes the need for robust systems and processes that ensure integrity throughout our sourcing operations. By implementing such measures, we empower ourselves to make informed decisions that align with our commitment to sustainability and social responsibility.

In addition to addressing these supply chain challenges, we are dedicated to minimizing inefficiencies such as overproduction and food waste, which contribute to resource depletion and GHG emissions, exacerbating global food insecurity. Furthermore, our focus on sourcing from reputable suppliers with stringent quality standards reduces food safety risks, ensuring consumer health and safety. We prioritize consumer education on socially responsible sourcing practices and maintain transparency in our supply chain by tracing ingredient origins, taking accountability, and building trust with our consumers. Through these efforts, we not only uphold ethical standards but also make positive contributions to the environment and the communities we serve in the food and catering industry.

#### **8.1.2.PERFORMANCE INDICATORS**

Local sourcing is key to freshness and quality, we aim to source as much as possible in a radius of 500km from the event or established unit. This year we have seen an increase of local across the board from 51% to 59%. Türkiye and Spain both are boasting over 80% of local produce. With an increase in requests for environmentally conscious event and services, and the availability fantastic artisanal local projects growing we expect this number to continue to increase.

Image /page/37/Picture/18 description: The image shows a table with two columns, "INDICATOR" and "RESULT". The "INDICATOR" column contains the text "Locally sourced ingredients in %", and the "RESULT" column contains the text "59%".

{38}------------------------------------------------

## II.SOCIAL 9.S3 COMMUNITIES

Engaging with local communities not only boosts positive relationships but also ensures mutual benefits and long-term viability. From sourcing ingredients to serving customers, companies interact with various stakeholders within communities, impacting their economic, social, and environmental situation. By prioritizing community well-being, a contribution to local economic development, job creation, and cultural preservation can be made. Furthermore, considering communities from a sustainability perspective enables us to address issues such as food security, waste management, and environmental stewardship collaboratively. Engaging with communities in transparent and inclusive ways fosters trust, enhances brand reputation, and mitigates risks associated with social conflicts and regulatory compliance. Ultimately, integrating community considerations into business practices enables food and catering companies to build resilient, thriving ecosystems that benefit both the company and the communities they serve.

#### **9.1.INDIRECT ECONOMIC IMPACT**

[ GRI 413 – 1, GRI 413 – 2 ]

Sourcing ingredients locally and integrating local staff into our teams has been the cornerstone of our business practices since our conception. This commitment not only ensures access to high-quality, fresh produce that showcases the artisanal spirit of each region, but it also generates significant indirect economic benefits for the communities we serve. By prioritizing local sourcing, we contribute to the economic well-being of our communities. We support local farmers, producers, and artisans, injecting vital financial resources into the local economy. This allows job creation within the agricultural and food production sectors, boosting overall economic activity. Our focus on local ingredients allows us to present a unique sense of "place" on our plates. By highlighting the artistry and dedication of our local partners, we create a sense of pride within the communities we operate in. This generates a positive relationship with our guests and strengthens our connection to the local fabric. Our commitment to local sourcing is a long-term investment. By supporting local businesses, we contribute to their sustainability and growth. This creates a mutually beneficial relationship that ensures a continued supply of high-quality ingredients while supporting a local economy.

Image /page/38/Picture/5 description: A diverse group of people stand with their arms around each other, facing away from the viewer. The group consists of eight individuals of varying ethnicities and genders. The person on the far left is wearing a brown baseball cap and an orange shirt. Next to them is a person with blonde hair wearing a camouflage jacket. The third person has curly dark hair. The fourth person has short brown hair and is wearing a green shirt. The fifth person has long blonde hair and is wearing a purple shirt. The sixth person is a Black man wearing a black shirt. The seventh person has long dark hair and is wearing a blue and white striped shirt. The eighth person is Asian and is wearing a gray jacket. The background is a plain white wall.

{39}------------------------------------------------

Image /page/39/Picture/16 description: This document page presents information about DO & CO's strategy and impacts, local presence, and performance indicators. It states that DO & CO believes in preserving and supporting sustainable economic ecosystems within the locations they operate. The company prioritizes local quality and seeks partnerships with local farmers, producers, and artisans committed to sustainable agricultural practices. DO & CO is committed to addressing challenges through ongoing efforts such as promoting stable employment and effective waste management. DO & CO is developing food donation programs to support local charities, food banks, and social initiatives. The document includes a table with the performance indicator "Total Donations and Community Spending (financial)" and its corresponding result of EUR 100,312.

DO & CO sustainability report 2023/24 79

#### **9.1.1.STRATEGY AND IMPACTS**

At DO & CO, we believe in preserving and supporting sustaina ble economic ecosystem within locations we visit or in which we are active. This commitment translates into a multi-pronged company goal of always prioritizing local quality. and local arti sanal businesses. We actively seek out partnerships with local farmers, producers, and artisans who share our commitment to sustainable agricultural practices, ensuring long-term benefits for both the environment and the local economy. This ensures access to the freshest, highest quality ingredients while injecting vital financial resources into the local economy. Our focus on local sourcing supports the agricultural sector, creating jobs and boosting overall economic activity within our communities.

The food and catering industry can offer significant benefits to local economies and communities. This comes with its challen ges, namely, seasonal fluctuations. Sourcing limitations and waste management. In the case of season fluctuations or tem porary employment practices, the challenges include for worker income stability. Additionally, we must be conscious of unsustai nable sourcing practices and waste generation which can have negative long-term economic consequences.

DO & CO remains committed to addressing these challenges through ongoing efforts to:

- Promote Stable Employment: We strive to offer a variety of po sitions with opportunities for career growth, minimizing reliance on seasonal or temporary work.
- Effective Waste Management: We implement waste reduction and responsible disposal initiatives to minimize our environ mental and economic impact.

By embracing these strategies and addressing potential challen ges, DO & CO works diligently to maximize the positive contribu tions of the food and catering industry on local economies and community well-being.

#### **9.1.2.PERFORMANCE INDICATORS**

In 2022 and 2023 we contributed towards needed support and resources for communities in Ukraine and across Türkiye. This year saw us focusing donations on food inventories and finan cial contributions to smaller locally based charity groups.

#### **9.2.LOCAL PRESENCE**

[ GRI 413 – 1, GRI 413 – 2 ]

We see establishing a robust local presence through initiati ves like sourcing ingredients locally and hiring from within the community as integral to allowing engagement and bolstering economic vitality. In tandem with navigating local economic dy namics to optimize profitability, prioritizing a visible and active presence contributes significantly to a long-term success.

#### **9.2.1.STRATEGY AND IMPACTS**

DO & CO is developing food donation programs to support local charities, food banks, and social initiatives. This demon strates our commitment to social responsibility and community well-being, creating stronger ties between businesses and local groups.

We prioritize sustainability by implementing waste reduction strategies, optimizing energy efficiency in our operations, and sourcing ingredients responsibly. Through these initiatives, we aim to minimize our environmental footprint and promote eco logical health in the communities we serve. Our efforts to em brace sustainable practices, not only serve to mitigate potential negative impacts on the local environment but also supports our commitment to responsible business operations.

| INDICATOR                                                | RESULT      |
|----------------------------------------------------------|-------------|
| Total Donations and<br>Community Spending<br>(financial) | EUR 100,312 |

{40}------------------------------------------------

## II.SOCIAL 10.S4 END USERS

Consumer demand for transparency in environmental and social impacts, as well as traceability throughout the production process, is on the rise. Our focus at DO & CO is on balanced dietary choices and high hygiene standards ensuring quality in every product. Committed to sustainability, we benefit both our customers and local communities. Adherence to regulatory and international standards, with food safety as a top priority, is standard practice throughout our organization.

Image /page/40/Picture/2 description: A person wearing a white chef's hat and black gloves is frosting a round cake with white frosting.

### **10.1.FOOD SAFETY**

[ GRI 416 – 1, GRI 416 – 2 ]

At DO & CO, we acknowledge the critical responsibility of leadership in the airline and event catering industry. To uphold this responsibility, we have established comprehensive food safety and health & safety policies alongside our continual training programs. These initiatives ensure staff compliance with necessary protocols and regulations, preventing foodborne illnesses and maintaining the delivery of high-quality, safe food to consumers. Our global food safety standard, integrated throughout the organization, encompasses detailed training and information dissemination, from ingredient inspection to final delivery temperature control. Our aim is to foster a sustainable and profitable business model, differentiated by our unwavering dedication to delivering safe, high-quality products while promoting local economic growth. Our continuous investment in food safety management reaffirms the importance of food safety and strengthens our resolve to ongoing enhancement in this area. This effort is overseen by department and site managers, who are charged with ensuring that quality remains the most important measure of success.

Our focus on local ingredients allows us to present a unique sense of "place" on our plates. By highlighting the artistry and dedication of our local partners, we create a sense of pride within the communities we operate in. This fosters a positive relationship with our guests and strengthens our connection to the local fabric. Our commitment to local sourcing is a long-term investment. By supporting local businesses, we contribute to their sustainability and growth. This creates a mutually beneficial relationship that ensures a continued supply of high-quality ingredients while supporting a local economy.

#### **10.1.2.PERFORMANCE INDICATORS**

The results of the above food safety measures have led to a consecutive outstanding record of successful external audits. Another feature of our rigorous food safety analyses is that we have successfully achieved 0 product recalls. We prioritise the safety of our meals by conducting thorough assessments throughout the production process. Each meal undergoes comprehensive safety checks to ensure that it meets our stringent quality standards. This thorough approach guarantees that every product leaving our facilities has undergone a final evaluation, providing our customers with the highest level of confidence in the safety and integrity of our food. Furthermore, we have obtained validation from external and impartial auditors specializing in food safety. This validation was awarded based on internationally recognised food safety and quality standards, in agreement with FAO/ WHO Codes Alimentarius HACCP.

In the current year, we have recorded incidents in food safety. At around 0.00038%, the incident rate is at an exceptionally low level. This demonstrates that we prioritise food safety procedures within the company.

#### **10.1.1.STRATEGY AND IMPACTS**

In the airline and international event catering industry, we have established comprehensive food health and safety policies, along with robust information and training programs, to ensure that all staff members are fully aware of and compliant with necessary protocols and regulations. Strict health and safety procedures are meticulously followed by our entire team to prevent foodborne illnesses and to guarantee that passengers and event attendees receive food of the highest quality and safety standards.

Each of our units has a dedicated Food Safety & Quality Compliance team that rigorously oversees the entire process from raw ingredient procurement through storage, preparation, cooking, and packing. This measure allows us to identify and address potential food safety risks before they manifest.

Our food safety procedures are rooted in the principles of Hazard Analysis Critical Control Point (HACCP) protocols, ensuring adherence to the highest standards of product safety and quality. Implementing stringent quality control measures throughout our food production process ensures that only safe and high-quality food reaches our end users. Regular inspections and internal audits of facilities, equipment, and processes help us proactively identify and address potential food safety hazards.

Implementing stringent quality control measures throughout our food production process ensures that only safe and high-quality food reaches our end users. Regular inspections and internal audits of facilities, equipment, and processes help us identify and address potential food safety hazards proactively. Additionally, embracing a culture of continuous improvement through ongoing training, staff workshops and updates based on emerging risks or regulatory changes promotes an expectation of excellence in health, hygiene, and food safety management.

We have installed FSC22000, ISO22000, and ISO14001 in some units and are working towards common certification across all sites, where appropriate. Our global procedures govern our high standards, and where appropriate, we collaborate with our customers to meet stringent rules, such as Halal certification through independent audits. Our global food safety policy creates a high-level baseline across our company.

Our own Global Food Safety standard is based on the principles of HACCP, FSSC 22000 Standard, Good Hygiene Practice, QSAI Catering Quality Assurance Program, IFSA/IFCA/AEA/WHO Food Safety Guidelines, and compliance with relevant legal requirements such as the European Food Act Regulation, amongst the others: No 852/2004, No 853/2004 and No 178/2002 and FDA Guidelines Documents and other local government regulations as applicable.

| INDICATOR                                                                   | RESULT   |
|-----------------------------------------------------------------------------|----------|
| Number of food safety audits                                                | 172      |
| Ratio of Audits not passed                                                  | 0        |
| Rate of food safety notable<br>occurrences in relation to<br>meals produced | 0.00038% |

{41}------------------------------------------------

## II.SOCIAL 10.S4 END USERS

#### **10.2.HEALTHY DIET**

[ GRI 416 – 1, GRI 416 – 2 ]

DO & CO use the highest quality available and cook fresh never frozen. This commitment to fresh high quality is delivered at all our events, hotels, lounges, restaurants and in airline catering.

#### **10.2.1.STRATEGY AND IMPACTS**

We extend this commitment across all dietary requirement, needs preferences without exception. Our commitment to creating authentic, high-quality meals that cater to different tastes and cultural preferences allows customers to make nutritious choices that include fruits, vegetables, whole grains, lean proteins, and healthy fats. By providing appropriately sized portions and offering a range of options including health conscious, vegetarian, vegan, and plant-based menu items not only encourages the consumption of more plant-based foods but also promotes sustainable eating practices.

Our team of skilled chefs excels in Chinese, Indian, Austrian, French, Arabic, and other cuisines, committed to creating authentic and high-quality meals that satisfy diverse tastes and cultural preferences and requirements such as Halal, Kosher etc. Our inhouse chef training on culinary trends, techniques, and ingredients, we continuously innovate our menus to offer fresh, nutritious, and diverse meal options that promote healthy eating habits among our valued customers.

#### **10.2.2.PERFORMANCE INDICATORS**

**15%** is a change from our recording numbers of last year, this accounts for all "Special" meal ordering. Although we are reporting in a different method this year, in general we see an increasing trend in the request for vegetarian meals at events. Our development chefs are working to take plant-based meals to the next level.

| INDICATOR                    | RESULT           |
|------------------------------|------------------|
| Total number of meals served | Over 170 million |
| % of vegetarian meals        | 15.3 %           |

### 10.3.PRODUCT LABELLING & INCLUSIVE MEALS

#### **PRODUCT LABELLING**

Food labelling plays a crucial role in informing consumers about the nutritional content and potential allergens present in the products they consume. We understand the significance of providing transparent and accurate information to our customers. This commitment is manifested through the provision of clear and comprehensive labelling on both our menus and packaging, delineating allergenic ingredients, calorie content, and nutritional value. Through this transparent disclosure, we empower consumers to align their meal selections with their health objectives and dietary preferences. Our dedication to transparent food labelling reflects our commitment to promoting customer wellbeing and fostering trust in our brand.

#### **INCLUSIVE MEALS**

In dedication to culinary excellence and adaptability ensures that every dining experience with DO & CO is a celebration of diversity and inclusivity.

Our chef craft authentic and high-quality dishes, reflecting our appreciation of diverse cultures and cultural sensitivities and requirements. To ensure our menus remain innovative and meet our high standards, regular training sessions keep our chefs in alignment with the latest culinary trends and techniques. The cornerstone of DO & CO's success lies in its tailored product offerings, driven by a nuanced understanding of nutrition and health issues across its global operations. We adapt offerings to meet evolving dietary preferences, including the growing demand for locally sourced, organic, and plant-based products. Our commitment to catering to diverse dietary needs extends to careful food preparation, including allergen considerations. Halal and non-halal food production is meticulously segregated in our gourmet kitchens.

{42}------------------------------------------------

## III.GOVERNANCE 11.G1 GOVERNANCE

Transparent reporting, continuous refinement of an efficient corporate control system, stakeholder-oriented corporate governance, and the collaborative partnership between the executive board, the supervisory board, and employees form the foundation for achieving our corporate objectives. Striving to operate with integrity, our governance policies prioritize the thoughtful and independent representation of shareholder interests. These structures, policies, and processes not only cater to employee and guest needs but also foster a culture of accountability and ethical conduct throughout our organization. Upholding good governance principles is crucial, as it significantly shapes company perception and value. We understand sustainable corporate governance as aiming to balance stakeholder interests, protect the environment, and ensure long-term economic success.

Image /page/42/Picture/2 description: A tall, ornate cake is displayed on a golden stand. The cake is decorated with a multitude of blue and white flowers, creating a textured, floral tower. The base of the cake is a light green color, adorned with intricate gold designs and the name "Demel" written in gold lettering. The cake is positioned on a glass shelf, and in the background, a blurred reflection of another object can be seen, adding depth to the scene.

#### **11.1.COMPLIANCE WITH ENVIRONMENTAL LAW** [ GRI 2 – 27 ]

DO & CO is deeply committed to upholding environmental laws and regulations, prioritizing the environment, and conserving natural resources. We adhere to relevant legal requirements and are working in anticipating forthcoming guidelines like those put forth in the EU Green Deal (COM/2020/563). It outlines various policies and initiatives aimed at reducing greenhouse gas emissions, increasing renewable energy use, and promoting a circular economy.

#### **11.2.ANTI-CORRUPTION**

[ GRI 205 – 1, GRI 205 – 2, GRI 205 – 3 ]

Maintaining high ethical standards and transparency in business operations is critical, exemplified by our zero corruption cases. We recognise our role in upholding the rule of law, we prioritize compliance with all laws and regulations, ensuring fair competition in securing contracts based on the quality and price of our innovative products and services. Adherence to strict procedures regarding anti-bribery and anti-corruption laws is central to our commitment to ethical business practices and fostering a functional market with associated social benefits. Despite the challenges posed by diverse cultural norms and varied local regulatory frameworks in our global operations, adherence to our Code of Conduct is non-negotiable for all employees, with disciplinary measures stipulated, in cases of non-adherence.

#### **11.1.1.STRATEGY AND IMPACTS**

Through our roll out of EMS, we comprehensively assess the legal landscape, tracking environmental laws and regulations. This systematic approach ensures that we remain vigilant and proactive in our compliance efforts. Additionally, in some countries, our EMS is audited independently to verify compliance.

Businesses face increasingly stringent regulations to address climate change, with non-compliance leading to severe consequences. As a globally listed entity, we navigate diverse regulatory frameworks, including those pertaining to personnel and production processes such as hygiene standards.

By incorporating current regulations into our climate-related risk assessments, we proactively identify and mitigate potential legal and financial risks associated with non-compliance. We remain steadfast in our commitment to environmental stewardship and sustainable business practices.

Adhering to environmental laws yields several positive impacts. Compliance with these regulations promotes cost savings through efficiency by optimizing energy use, reducing water consumption, and minimizing waste generation. This not only lowers operational costs but also reduces the company's environmental footprint. Furthermore, environmental compliance mitigates risks associated with fines, penalties, and legal actions, ensuring operational continuity, and fostering positive relationships with regulatory authorities and stakeholders.

Despite potential challenges, such as legal consequences and fines for non-compliance, adhering to environmental laws presents opportunities to reduce our environmental impact and contribute to sustainability. By first cementing the regulations, we can set a good foundation to make minimize air and water pollution, conserve natural resources, and mitigate climate change through energy efficiency measures. Environmental violations may lead to operational disruptions and increased costs, but proactive compliance efforts enhance business resilience and reputation, positioning companies as responsible stewards of the environment.

#### **11.1.2.PERFORMANCE INDICATORS**

| INDICATOR                                                     | RESULT     |
|---------------------------------------------------------------|------------|
| Number of breaches with<br>environmental law                  | 1          |
| Total cost of fines due to brea-<br>ches in environmental law | 15,000 EUR |

One of our sites (Italy) was in breach of an environmental law, as two out of ten prescribed parameter values were exceeded in our discharged water. In relative terms, this violation is minor, as eight out of ten parameter values were complied with. In the overall context of the company, this value can also be considered marginal. Nevertheless, we are aware that any non-compliance with environmental standards must be taken seriously. We are currently conducting a comprehensive analysis in order to gain a precise understanding of the causes of this variance. Based on the results of this analysis, we are implementing targeted measures to ensure that all parameters are complied with in future and that similar infringements are prevented.

{43}------------------------------------------------

## III.GOVERNANCE 11.G1 GOVERNANCE

#### **11.2.1.STRATEGY AND IMPACTS**

DO & CO recognizes the critical importance of upholding high ethical standards and transparency in our business operations, particularly in combating corruption. We have maintained a strong track record of zero corruption cases, demonstrating our zero-tolerance approach towards any form of corrupt practices. Our comprehensive management approach is underpinned by robust anti-corruption policies designed to ensure compliance with relevant laws and regulations, including stringent anti-bribery measures. These policies are communicated to all employees to clarify and promote awareness of their obligations and responsibilities. Additionally, we have established a code of conduct for suppliers and business partners that articulates our ethical values and expectations, requiring their commitment to upholding these standards. We aim to achieve further transparency within our supply chain to strengthen accountability and mitigate corruption risks.

Adhering to anti-corruption practices not only enhances compliance and risk management, reducing legal and regulatory risks associated with bribery and corruption, but also safeguards against penalties and reputational harm. Our initiatives foster operational efficiency and cost savings through improved transparency in financial transactions and procurement processes, mitigating the risk of fraud or resource misuse. Our commitment to ethical behaviour strengthens business relationships, promoting integrity and trust with customers, suppliers, and partners, thereby facilitating fair competition and collaboration.

The risks associated with failure to uphold anti-corruption standards, are effectively addressed through a pro-active approach. By prioritizing transparency and integrity, we mitigate legal and regulatory repercussions, ensuring compliance and protecting our reputation. Combatting corruption leads to streamlined operations, reducing inefficiencies that could divert funds from legitimate activities and enhancing market competitiveness.

Embracing ethical practices also bolsters investor confidence, opening doors to reputable partnerships and investment opportunities. In this way, maintaining a steadfast commitment to anti-corruption measures not only safeguards our operations but also paves the way for sustainable growth and success in the food and catering industry.

#### **11.3.DATA SECURITY AND PROTECTION** [ GRI 418 – 1 ]

DO & CO IT systems are globally connected; therefore, it is necessary to report the response to this requirement from a global information systems context with some localisation as required.

#### **11.3.1.STRATEGY AND IMPACTS**

DO & CO has recorded no data breaches or breaches of customer privacy in 2023/24, as indicated in the table below. We continuously work to improve the organisation's cyber security posture as well as our ability to prevent, detect, respond to, and, if necessary, recover from cyber security and IT incidents. The DO & CO Chief Information Officer (CIO) and Chief Information Security Officer (CISO) have coordinated efforts to maintain high security standards in 2022/23, including the following key activities:

**1.** Engaging closely with Internal Audit to implement and improve risk management and compliance controls and reach a state of continuous audit-readiness;

**2.** Formulating enhanced IT, privacy, and information security policies, standards, and processes aligned to best practices and international best practice frameworks including NIST Cybersecurity Framework and CIS Critical Security Controls;

**3.** Advancing our aviation cyber security programme in line with the requirements of Implementing Regulation (EU) 2015/1998, Implementing Regulation (EU) 2019/1583, and UK Reg (EU) 2018/1139 (the UK Basic Regulation) as implemented in the countries in which we operate;

**4.** Implementing processes, standards, and measures to ensure requirements, including but not limited to the NIS2 Directive; and evolving best practices in cyber security;

Based on our zero-tolerance policy towards corruption and bribery, we can point out that we have always had zero cases of corruption. We owe this record to our strict adherence to compliance guidelines. Additionally, it is worth noting that 100% of the members of our management body have already received anti-corruption training. We are committed to transparency, integrity, and accountability in all our business processes. Our commitment to ethical business practices builds trust with our customers, partners, and society. We remain vigilant and are committed to maintaining our high standards to consistently prevent any form of corruption and bribery in the future.

| INDICATOR                                                                                        | RESULT |
|--------------------------------------------------------------------------------------------------|--------|
| Number incidents of<br>corruption/on-going legal<br>proceedings                                  | 0      |
| Number of whistleblowing<br>cases                                                                | 1      |
| Total political donations                                                                        | EUR 0  |
| Number of employee<br>dismissals related to<br>corruption                                        | 0      |
| Number of corruption incidents<br>leading to termination / non-<br>renewal of business contracts | 0      |
| Number of monetary losses as<br>result of fines associated with<br>unethical behaviour           | EUR 0  |

#### **11.2.2.PERFORMANCE INDICATORS**

continued compliance with applicable regulatory and legislative 5. Regularly reviewing, validating, and adjusting our cyber security posture in the light of changes to the cyber threat landscape **6.** Constantly improving and refining our approach to vulnerability management, attack surface management, and configuration management; With full support from senior management, we will continue our drive to improve and strengthen our cyber security posture in 2024/25 and have established a work plan for the year focused on improving risk-based control coverage as well as alignment to and maturity within best practice frameworks including NIST Cybersecurity Framework and CIS Critical Security Controls. This work plan has a specific focus on the cyber security requirements within applicable EU, UK, and US aviation security regulations. Confidentiality, privacy, and customer relationships are critical components of our information security programme; therefore, we do not disclose specific details about the tools, techniques, and processes we employ nor the policies, standards, and processes governing them.

**7.** Taking decisive steps to significantly improve and strengthen identity security across the organisation in alignment with international best practices;

**8.** Conducting learning and testing activities designed to improve employees' cyber security awareness and resistance to person-targeted attacks and malicious social engineering;

**9.** Implementing state-of-the-art cyber security detection and response capabilities in partnership with a top-tier supplier;

**10.** Implementing Active Directory security and backup/restore capabilities to improve our ability to prevent, respond to, and recover from attacks against Active Directory; and

**11.** Implementing measures to monitor encrypted network traffic within the IT environment to enforce strong cryptographic practices and detect suspicious use of cryptography.

{44}------------------------------------------------

# III.GOVERNANCE

### 11.G1 GOVERNANCE **11.4.1.STRATEGY AND IMPACTS**

| INDICATOR                                                                       | RESULT |
|---------------------------------------------------------------------------------|--------|
| Number of data security<br>breaches                                             | 0      |
| thereof data breached<br>involving personally<br>identifiable information (PII) | 0%     |
| thereof number of customers<br>affected                                         | 0%     |

| INDICATOR                                                                                           | RESULT        |
|-----------------------------------------------------------------------------------------------------|---------------|
| Number of Tax Audits                                                                                | 11            |
| Board Compensation                                                                                  | EUR 7,489,164 |
| CEO Compensation                                                                                    | EUR 987,284   |
| Pay Ratio (CEO to total employee remuneration)                                                      | 0.2 %         |
| Number of monetary losses as result of fines associated with anticompetitive behaviour              | EUR 0         |
| Number of fines or sanctions for non-compliance related to unfair competition                       | 0             |
| Number of employee dismissals related to violations of anti-trust guidelines                        | 0             |
| Number of legal cases related to anti-competitive behaviour or violations of anti-trust legislation | 0             |

DO & CO is committed to paying its fair share of taxes in countries in which it operates and to observing all applicable laws, rules, and regulations in meeting the group's tax compliance and reporting responsibilities. In fulfilling its tax obligations, we aim to apply diligent professional care and judgement. We are committed to being open and transparent with tax authorities on the group's tax affairs. to economic development and sustainability by supporting public services and infrastructure, fostering a sustainable business environment, and encouraging fair competition and market integrity. We are fully aware of the challenges, such as legal penalties and reputational risks associated with non-compliance. We remain

#### **11.3.2.PERFORMANCE INDICATORS**

### **11.4.2.PERFORMANCE INDICATORS**

### **11.4.TAXATION AND FINANCIAL TRANSPARENCY**

[ GRI 207 – 1 ]

Our commitment to responsible tax practices and compliance fosters stakeholder trust by demonstrating financial transparency and ethical tax behaviour, in line with our corporate reputation as a reliable business entity among customers, investors, and regulators. Adhering to taxation laws and financial regulations not only mitigates compliance risks, reducing the likelihood of penalties, and legal actions, but also ensures smooth operations and financial stability, minimizing disruptions from regulatory issues. Equally, transparent tax practices contribute firm to our DO & CO commitment to responsible tax practices and acknowledge the opportunities this presents to contribute to economic development and market integrity. Proper compliance ensures the company's fair contribution to the economy. Engaging in transparent tax practices aligns with ethical business principles and corporate social responsibility, reinforcing public trust in the integrity of the food and catering industry. By maintaining a steadfast commitment to responsible tax practices, DO & CO not only mitigates risks but also maximizes positive impact, contributing to business success.

Taxation and financial transparency are indispensable, serving as a foundation for accountability and credibility in the business landscape. By adhering to taxation regulations and ensuring transparent financial reporting, we demonstrate commitment to ethical conduct and compliance with legal requirements. Such transparency fosters trust among stakeholders, including investors, customers, and regulatory bodies, enhancing the company's reputation and attractiveness for investment. Furthermore, it promotes fair competition by levelling the playing field and preventing tax evasion practices that could undermine market integrity. Financial transparency also facilitates informed decision-making, both internally and externally, enabling stakeholders to assess the company's performance, risks, and prospects accurately.

{45}------------------------------------------------

#### **F.GRI INDEX**

| GRI STANDARD                                  | DISCLOSURE                                                                                          | LOCATION                                                                 |
|-----------------------------------------------|-----------------------------------------------------------------------------------------------------|--------------------------------------------------------------------------|
| GRI 2: General Disciosures 2021               | 2-1 Organizational details                                                                          | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 16 ff. |
|                                               | 2-2 Entities included in the organization's sustainability reporting                                | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 6      |
|                                               | 2-3 Reporting period, frequency and contact point                                                   | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 6      |
|                                               | 2-6 Activities, value chain and other business relationships                                        | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 16 ff. |
|                                               | 2-7 Employees                                                                                       | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 66 ff. |
|                                               | 2-9 Governance structure and composition                                                            | Sustainability Report, DO & CO AG: Sustainability Report 2024, p.19      |
|                                               | 2-11 Chair of the highest governance body                                                           | Sustainability Report, DO & CO AG: Sustainability Report 2024, p.19      |
|                                               | 2-27 Compliance with laws and regulations                                                           | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 84 ff. |
| GRI 3: Material Topics 2021                   | 3-1 Process to determine material topics                                                            | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 20 ff. |
|                                               | 3-2 List of material topics                                                                         | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 20 ff. |
|                                               | 3-3 Management of material topics                                                                   | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 20 ff. |
| GRI 204: Procurement Practices 2016           | 204-1 Proportion of spending on local suppliers                                                     | Sustainability Report, DO & CO AG: Sustainability Report 2024, p .83 ff. |
| GRI 205: Anti-corruption 2016                 | 205-1 Operations assessed for risks related to corruption                                           | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 85 ff. |
|                                               | 205-2 Communication and training about anti-corruption policies and procedures                      | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 85 ff. |
|                                               | 205-3 Confirmed incidents of corruption and actions taken                                           | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 85 ff. |
| GRI 207: Tax 2019                             | 207-1 Approach to tax                                                                               | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 88 f.  |
| GRI 302: Energy 2016                          | 302-1 Energy consumption within the organization                                                    | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 29 f.  |
|                                               | 302-3 Energy intensity                                                                              | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 29 f.  |
|                                               | 302-4 Reduction of energy consumption                                                               | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 29 f.  |
| GRI 303: Water and Effluents 2018             | 303-3 Water withdrawal                                                                              | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 34 ff. |
| GRI 305: Emissions 2016                       | 305-1 Direct (Scope 1) GHG emissions                                                                | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 26 ff. |
|                                               | 305-2 Energy indirect (Scope 2) GHG emissions                                                       | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 26 ff. |
|                                               | 305-3 Other indirect (Scope 3) GHG emissions                                                        | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 26 ff. |
|                                               | 305-5 Reduction of GHG emissions                                                                    | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 26 ff. |
| GRI 306: Waste 2020                           | 306-1 Waste generation and significant waste-related impacts                                        | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 31 ff. |
|                                               | 306-2 Management of significant waste-related impacts                                               | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 31 ff. |
|                                               | 306-3 Waste generated                                                                               | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 31 ff. |
| GRI 401: Employment 2016                      | 401-1 New employee hires and employee turnover                                                      | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 66 ff. |
| GRI 403: Occupational Health and Safety 2018  | 403-1 Occupational health and safety management system                                              | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 69 ff. |
|                                               | 403-2 Hazard identification, risk assessment, and incident investigation                            | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 69 ff. |
|                                               | 403-4 Worker participation, consultation, and communication on occupational health and safety       | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 69 ff. |
|                                               | 403-5 Worker training on occupational health and safety                                             | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 69 ff. |
|                                               | 403-9 Work-related injuries                                                                         | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 69 ff. |
| GRI 404: Training and Education 2016          | 404-1 Average hours of training per year per employee                                               | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 72 ff. |
|                                               | 404-2 Programs for upgrading employee skills and transition assistance programs                     | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 72 ff. |
| GRI 405: Diversity and Equal Opportunity 2016 | 405-1 Diversity of governance bodies and employees                                                  | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 70 ff. |
| GRI 413: Local Communities 2016               | 413-1 Operations with local community engagement, impact assessments, and development programs      | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 76 ff. |
|                                               | 413-2 Operations with significant actual and potential negative impacts on local communities        | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 76 ff. |
| GRI 414: Supplier Social Assessment 2016      | 414-1 New suppliers that were screened using social criteria                                        | Sustainability Report, DO & CO AG: Sustainability Report 2024, p 74 ff.  |
| GRI 416: Customer Health and Safety 2016      | 416-1 Assessment of the health and safety impacts of product and service categories                 | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 80 ff. |
|                                               | 416-2 Incidents of non-compliance concerning the health and safety impacts of products and services | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 80 ff. |
| GRI 417: Marketing and Labeling 2016          | 417-1 Requirements for product and service information and labeling                                 | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 83 ff. |
| GRI 418: Customer Privacy 2016                | 418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data  | Sustainability Report, DO & CO AG: Sustainability Report 2024, p. 87 ff. |

{46}------------------------------------------------

**Imprint:** DO & CO Aktiengesellschaft Stephansplatz 12 1010 Vienna