Schréder - Sustainability Report 2025

The Schréder lighting and beyond lighting solutions bring meaningful moments to people by enhancing safety, well-being and sustainability in public spaces.

Together For Our Future 2025 Sustainability Report

Table of Contents

Foreword from our Chairman Foreword from our CEO

03 04 05 06 07 08

Together For Our People

Company Information

1. Diversity, Equity & Inclusion 2. Employee Experience 3. Sustainable Procurement

41 43 46

1. Corporate Governance 64 2. Risk Management & Internal Audit 68 3. Business Conduct 69 4. Tax 72 About our Sustainability Report 75 Scope and Boundaries 76 Stakeholders’ Engagement 78 External Memberships and Recognitions 79 GRI Content Index 81

Who We Are

Our Market Segments

Our Proximity Our Values

Together For Our Community

Our Sustainability Strategy

1. The Right Light: Where, When and Why 2. Lighting with Positive Social Impact 3. Schréder Together Fund

Materiality Assessment Together For Our Future

10 11

53 54

4. Sustainability

Together For Our Planet

Ambassadors’ Community

1. Our Footprint

15 16 22 24 26 32

Sustainability in our Everyday Business

1.1 Climate Action 1.2 Waste Management 1.3 Water Management 1.4 Sustainable Solutions

1. Occupational Health and Safety 2. Customer Protection

60 63

2. Circular Design

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Foreword from our Chairman

As I introduce this year’s Sustainability Report, I would like to reflect on the progress we have made and the responsibility that comes with greater ambition and rising expectations. Sustainability is central to who we are and how we grow. Across our global activities, we continue to align environmental responsibility with innovation and ethical leadership with respect for local contexts. At Board level, this commitment is supported through the work of the Strategic and Sustainability Advisory Committee, ensuring sustainability is fully integrated into strategic oversight. For Schréder, 2025 was a year of consolidation and delivery. Building on the foundations laid in previous years, we have focused on embedding sustainability more deeply into decision‑making, governance and day‑to‑day operations. This reflects our conviction that sustainable development is not a separate agenda, but a core condition for long‑term value creation. This report highlights the tangible progress we have achieved this year, including advances in circular design and lighting solutions that make our cities safer and more inclusive for all. We have also strengthened our governance and ethical practices and continued to invest in our people, partners and communities. It reflects our ongoing journey and our determination to contribute to a resilient, fair and sustainable future.

The world in which we operate continues to undergo profound transformation. Geopolitical instability, climate urgency, technological acceleration and evolving societal expectations are reshaping the role of business. At the same time, we are seeing that ESG, climate change and sustainability in general have become a lower priority, or in some cases no priority at all, in several regions of the world. As a Board of Directors, we believe that leadership means staying the course, especially when choices are difficult. Keeping sustainability at the heart of strategic and operational decisions is a token of pragmatism, consistency and integrity. On behalf of the Board of Directors, I would like to thank all Schréder colleagues for their commitment and professionalism. Their engagement is essential to turning ambition into meaningful and lasting impact.

Olivier Chapelle Chairman of the Board of Directors

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Foreword from our CEO

In 2025, one message from a growing number of our key customers became increasingly clear: sustainability is no longer an abstract ambition or a future promise. Rather, it is a concrete expectation that is shaping product choices, solution design and long-term partnerships. This is why we have broadened our approach this year, aligning sustainability more closely with our customers’ expectations for products and solutions. We have reinforced its role in tender analysis, product positioning and customer discussions, supported by practical solutions in the areas of energy efficiency, circularity and services. Sustainability has to help us differentiate, deliver value and earn trust, where it matters most, with our customers. This evolution reflects a broader reality. Across our markets, sustainability criteria are becoming increasingly decisive for market access, qualifying for tenders and establishing credibility. It is therefore our responsibility not only to innovate, but also to ensure that sustainability is embedded in how we design, position and deliver our solutions. This will help our customers to meet their own environmental and societal objectives, while also strengthening Schréder’s long-term competitiveness. At the same time, we are operating in an international context that is characterised by shifting priorities and, in some cases, a recalibration of sustainability agendas. Against this backdrop, Schréder has made a clear and deliberate decision to continue its commitment to sustainability. We believe sustainability must

remain at the heart of every company whose products and solutions are directly connected to energy use, as is the case for Schréder. This conviction anchors our long‑term decisions and shapes our direction, regardless of short-term fluctuations in external focus. Meeting these expectations requires credibility and execution. In 2025, we reinforced the foundations that make our commitments reliable: we strengthened our Sustainability Management System, clarified governance and activated execution bodies to drive coordination and accountability across the Group. We also continued embedding our CSRD readiness, building on the results of our Double Materiality Assessment. The direction of travel is clear: expectations are converging towards evidence, traceability and impact, regardless of regulatory timelines. Our progress is reflected in external recognition. In 2025, Schréder maintained its EcoVadis Gold Medal for the fourth consecutive year, achieving its highest score to date and improving across all four pillars: Environment, Labour & Human Rights, Ethics, and Sustainable Procurement. This result establishes Schréder as a top performer in our industry and reinforces our position as a trusted global partner. This progress was achieved in a challenging business environment, marked by continued economic and geopolitical uncertainty, as well as pressure on public investment in infrastructure. In this context, we had to act with discipline, managing costs and priorities, while preparing for

the strategic transformation that will define our direction in the years ahead. Sustainability played a key role in that balance, reinforcing resilience and facilitating better, more informed decision-making. As a family‑owned company, we take a long‑term perspective. As CEO, my priority is to ensure that Schréder remains customer-centric, solution- driven and accountable. We must work as one organisation, breaking down silos and moving faster where it matters. Sustainability and talent are at the heart of this ambition because they reinforce the relevance of our offering and the quality of our execution. This Sustainability Report provides a transparent overview of our progress in 2025 and the challenges that remain. I would like to thank all my colleagues at Schréder for their commitment and professionalism. Despite the complexities of the past year, you continued to deliver, creating value for our customers while strengthening the foundations of our future.

Philippe Felten CEO

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Who We Are At Schréder, our mission is clear. We enable our customers to turn lighting assets into strategic platforms for long-term value. As a trusted partner, we provide turnkey consultancy and services to co-create smart solutions that generate a positive impact for stakeholders and the communities they serve. We are Experts in Lightability™. We partner with cities and organisations to build smarter, more sustainable environments by integrating high-performance luminaires with intelligent software, sensors, and dedicated services. By analysing complex challenges, we provide the actionable insights and technical delivery required to maximise asset value and foster thriving, adaptable spaces. Our global presence in over 70 countries across six continents gives us an in-depth understanding of local heritage and culture. This unique perspective enables us to deliver tailored, long-lasting solutions that foster safety, well-being, and resilience for generations to come.

A Legacy of Pioneering Change Founded in 1907 in Liège, Belgium, as a family- owned company, innovation has guided us for more than a century. Our teams continuously rethink how things work and explore new technologies to deliver tangible value: smarter, more efficient and more resilient lighting infrastructure. This commitment to progress has defined our history, from pioneering the two-angle reflectometer in 1953 to launching the industry’s first fully open and interoperable lighting platform in 2019. Tomorrow is Our Starting Point Building on our spirit of invention to create smarter infrastructure for generations to come, we align our sustainability approach with a vision to evolve the impact of light. We take action every day to deliver sustainable solutions that equip our customers with the insight to navigate tomorrow’s challenges, achieve their ambitious environmental goals, and create better spaces for people, all while driving progress towards our own sustainability targets. These systems optimise the use of light, reducing energy consumption and carbon footprint while providing a versatile platform for integrating traffic and pollution sensors and services that improve citizens’ quality of life.

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Who we are

Our Market Segments 1 Established locally to understand the market needs, we ideate with our customers to deliver smart and sustainable lighting solutions for:

2025 Highlights

64% of our products sold (in revenue) are circular lighting solutions

88% of strategic product-related spend assessed for ESG risk

94% of our production waste was recycled

• Cities + Communities • Road Infrastructure • Industrial Facilities • Tunnel Infrastructure

4 th consecutive year of achieving EcoVadis Gold

13 new solar lighting solutions launched

• Sports Facilities • Transport Hubs

(1) For more information, please visit our web site: https://www.schreder.com/en/products

Cities

Road

Industries

Tunnel

Sports

Transport

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Who we are

Our Proximity 2 We produce regionally for local needs, avoiding unnecessary transport and impact on the environment.

Schréder Commercial presence

(2) Perimeter information that is valid for the 2025 financial year.

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Who we are

Our Values Schréder provides all employees with an environment and resources to support their professional development. Our goal is to empower all employees to maximise their potential and develop their skill set. Schréder employees work in a family- owned company governed by a long- term vision, an international character and a strong culture built on our six values. These values are regularly communicated to our employees through our intranet, management webinars, and onboarding sessions for new hires. They underpin everything we do.

Innovation Is at the heart of our mindset. Standing still is sliding backwards. We come up with new ideas and original, creative thinking for our products, services, business models and operations. We love to explore off the beaten tracks. Respect We are mindful of our role and impact on our colleagues, customers, partners, citizens, communities and the planet. Schréder employees demonstrate respect in their interactions by valuing difference, being inclusive, and embracing diversity. Respect is the umbrella under which we lead the way to sustainable business. Integrity We always do things the right way, in full respect of the law and our code of conduct. It starts with every one of us; we are open, honest and accountable.

Caring for customers We listen to our customers, anticipate their needs and put their challenges first. We are all accountable and aligned to deliver an extraordinary customer experience. We build long term relationships with our customers and never let them down. Working together We are all aligned to achieve the same purpose: we deliver on our promises together! We support each other to overcome challenges, we listen and understand the others’ perspective to come up with the best overall solution. Ultimately, when we work as a team, we win, learn and grow together. Entrepreneurship We are passionate about developing new business opportunities. We think and act like owners. We are persistent, embrace challenges, accept and manage the risk. We celebrate success and learn from failure.

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Our Sustainability Strategy

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Our Sustainability Strategy

DMA Matrix

At Schréder, sustainability is embedded in our mission and guided by our values. When designing and developing smart, sustainable outdoor lighting solutions, we integrate environmental, social and governance priorities into our innovations, operations and partnerships. By collaborating across teams and with our customers, we enhance our positive impact and reinforce our competitiveness, resilience and ability to create long-term value in a rapidly evolving market.

ENVIRONMENT

SOCIAL

GOVERNANCE

Impact Material

Double Material

Biodiversity protection

Climate change

Diversity & Equity within our company

Circular economy - waste

Corruption & bribery

Training and skill development of our employees

Working conditions within our company

Workers in the value chain

No Material

Financial Material

Health & Safety of our customers

Diversity & Equity in our value chain

Circular economy - material consumption

Training & skill development in our value chain

Gonzalo Escribano Group Sustainability Director

Financial materiality

Materiality Assessment In 2024, we began preparing for the Corporate Sustainability Reporting Directive (CSRD) by undertaking key actions, including a Double Materiality Assessment (DMA), a gap analysis and a review of the EU Taxonomy. This was our first company-wide DMA and confirmed that our core ESG topics remain largely consistent with those identified in 2019. However, the updated methodology and the inclusion of a value chain analysis helped identify additional impacts and provided clearer insights into potential financial risks and opportunities. Value Chain Mapping As part of our DMA, we conducted a cross- functional workshop with representatives from Operations, Legal, Finance, People & Culture, and Sales to map our value chain.

Participants identified the key activities, actors and locations across our upstream, own operations and downstream value chain, enabling us to determine where ESG impacts, risks and opportunities may arise. This mapping also allowed us to link the different stages of the value chain to the ESG topics assessed. Of the 90 ESG sub-topics reviewed, 61 were identified as directly connected to our value chain and were therefore selected for further analysis. Impact, Risk and Opportunity (IRO) Assessment In the second step of our DMA process, we analysed the 61 ESG topics identified during the value chain mapping through a series of individual interviews. Each topic was assessed from either an impact materiality perspective (how Schréder affects the ESG topic) or a financial materiality perspective (how the ESG topic may create risks or opportunities for Schréder).

A 1–3 scoring scale was used to evaluate the scale, scope and likelihood of impacts, as well as the scale and likelihood of financial relevance. A materiality threshold of 6 was applied. Following this assessment, the topics were refined and consolidated, resulting in 12 ESG topics being mapped onto our DMA matrix, nine of which were identified as material. Stakeholder Review and Engagement As a final step, we engaged key stakeholder groups, including customers, suppliers, employees and the Senior Executive Team (SET) to validate the results of our DMA. We conducted a survey among both internal and external stakeholders, presenting each material topic with a short description and asking respondents to confirm whether they agreed with its relevance. In addition, we held dedicated sessions with the SET and the Board to present the matrix, share key insights, and obtain formal approval.

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Our Sustainability Strategy

Together For Our Future Our sustainability programme, Together For Our Future , remains the strategic framework through which we manage our material ESG priorities. Structured around three pillars: For Our Planet, For Our People and For Our Community , it translates the outcomes of our Double Materiality Assessment (DMA) into clear priorities, defined accountability and focused resource allocation. The DMA confirmed the continued relevance of this framework and strengthened alignment between our impacts, business risks and long-term value creation. Through For Our Planet , we continue progressing toward our SBTi-approved climate targets, strengthening lifecycle transparency through Life Cycle Assessments and Environmental Product Declarations while advancing a more structured approach to biodiversity management, helping customers reduce energy use and environmental impact. Through For Our People , we promote responsible employment and respect for human rights. We monitor gender diversity at Group level and provide our employees with continuous training and development opportunities. We also advance broader inclusion initiatives and reinforce sustainability governance and ethics programmes. Furthermore, we strengthen supplier sustainability risk assessments and human rights due diligence across our value chain. For Our Community , our lighting solutions support customers in creating safer, more energy-efficient and environmentally responsible spaces, helping reduce carbon emissions while improving comfort, safety and quality of life in the places where people live and work.

For Our People Being an employer that offers equal opportunities to the diversity of groups living in society. Focus areas: • Gender equity • Diversity & Inclusion • Zero breach of human rights in our value chain

For Our Planet Being responsible for our planet by reducing our own and our customers’ environmental impact. Focus areas: • Take action on climate change by reducing our own and our customers’ carbon footprint • Build a circular economy

For Our Community Helping customers to protect eco-systems and foster a better quality of life. Focus areas: • The right light, where, when and how it is needed • Lighting with a positive social impact • Support less privileged areas

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Our Sustainability Strategy

United Nations Sustainable Development Goals

Our sustainability strategy is aligned with the United Nations Sustainable Development Goals (SDGs) that are most relevant to our material priorities and business model. Following our Double Materiality Assessment, we identified the areas in which Schréder can have the greatest impact and where our responsibilities are most significant in relation to the SDGs. These include: • SDGs 7, 9, 12 and 13 under For Our Planet , reflecting our focus on energy efficiency, innovation, responsible production and climate action; • SDGs 4, 5, 8 and 16 under For Our People are linked to skills development, gender equality, decent work and strong governance; • SDGs 11 and 15 under For Our Community , which are connected to sustainable cities and the protection of ecosystems. By linking our material ESG topics to these specific SDGs, we ensure coherence between global sustainability ambitions and our strategic priorities. This report references the relevant SDG targets in connection with our objectives and performance indicators.

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Together For Our Planet

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Planet

Our Ambition

CO 2 Emissions

Our validated SBTi targets confirm that climate action is embedded in how we operate and in the performance of our solutions. By converting innovation into measurable emissions reductions, we actively contribute to global decarbonisation. This strengthens our commitment to delivering on the Paris Agreement while enabling our customers to reduce their environmental impact.

Take action against climate change by reducing our own and our customers’ carbon footprint

2025 Results

2030 Ambitions

Scope 1 & 2

32% reduction compared to 2019 base year

Reduce absolute scope 1 and 2 GHG emissions by 52.5% by 2030 from a 2019 base year.

Scope 3 (use of products sold)

48% reduction compared to 2019 base year

Peter Bos Chief Technology, Innovation and Operations Officer

Reduce absolute scope 3 GHG emissions by 27.5% by 2030 compared to 2019 base year

Circularity

Build a circular economy

2025 Results

2030 Ambitions

90% of sales comprise Circular Lighting Solutions

64% of our products sold (in revenue) are Circular Lighting solutions

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Planet

1. Our Footprint

As a global market leader in the lighting industry, Schréder recognises its responsibility as a large-scale manufacturing company. We rely on natural resources for our products and operations, and we are fully aware that these must be used responsibly and efficiently. We are committed to minimising our negative environmental impact while enhancing the positive contributions we can make through innovation, efficiency and responsible business practices. As part of our preparations for compliance conducted a comprehensive double materiality assessment in 2024. The results identified climate change, biodiversity and the circular economy as material environmental issues for our organisation. These priorities now inform our environmental strategy, governance framework and action plans across the Group. with the Corporate Sustainability Reporting Directive (CSRD), we

In 2023, we set science-based targets, which were approved by the Science Based Targets Initiative 3 (SBTi), aligning our carbon reduction pathway with the goals of the Paris Agreement. We are consistently implementing our decarbonisation actions and have already exceeded our Scope 3 performance targets, demonstrating tangible progress in reducing emissions across our value chain. Looking ahead, we intend to further strengthen our climate ambition by developing a comprehensive decarbonisation roadmap. At the same time, we are committed to stepping up our efforts to protect biodiversity and accelerate our transition towards a circular economy model. We intend to embed measurable, performance- driven KPIs across all environmental priorities to ensure transparency, accountability and continuous improvement in the effectiveness of our sustainability efforts.

At Schréder, protecting the environment is not just an obligation – it is a responsibility that we actively embrace. Climate action lies at the core of our strategy, and we are fully committed to reducing our own and our customers’ carbon footprints through meaningful, science-based initiatives. Our ambition is reflected not only in words, but also in measurable commitments, including SBTi-approved targets that are aligned with the latest climate science and the goals of the Paris Agreement.

Jozsef Maczko Sustainability Project Manager

(3) https://sciencebasedtargets.org/

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Planet

1.1 Climate Action Schréder has been monitoring its corporate greenhouse gas (GHG) emissions since 2018. From the outset, the company’s carbon accounting framework has been aligned with the GHG Protocol. This long-standing approach ensures the consistency, transparency and comparability of our emissions data across Scope 1, 2 and 3 categories. Following the validation of our Science Based Targets, we have achieved substantial reductions in emissions across all three scopes, reflecting the effectiveness of our decarbonisation strategy and our close collaboration with suppliers and other partners in our value chain. As part of our ongoing preparations to comply with the Corporate Sustainability Reporting Directive (CSRD) and the European Sustainability Reporting Standards (ESRS), we improved our data collection processes, internal controls and calculation methodologies where necessary in 2025. These improvements have further strengthened the accuracy, auditability and robustness of our climate- related disclosures.

Material Impacts, Risks and Opportunities As part of the Double Materiality Assessment conducted by Schréder for CSRD reporting purposes, the following climate change-related Impacts, Risks and Opportunities (IROs) were identified as material across our value chain: 1. Climate change – physical risk: climate change represents a physical and financial risk that affects both our upstream value chain and our own operations. This could potentially impact suppliers, logistics and production sites. 2. Energy consumption – environmental impact: our energy consumption across the supply chain, operations and product usage partly relies on fossil energy sources, contributing to greenhouse gas emissions and climate change. 3. Efficient products and services – positive impact and opportunity: developing energy- efficient and smart lighting solutions has a positive impact on the climate and represents a financial opportunity in the downstream value chain. These solutions enable customers to reduce their energy consumption and related carbon emissions. Policies and Governance Schréder ensures strong governance of climate change through oversight by the Schréder Executive Leadership Team (SELT) and the Board of Directors . Our Environmental Policy clearly states that climate change mitigation must be integrated into our core operational processes. Meanwhile, our Sustainable Procurement Policy requires suppliers to implement actions aimed at reducing their own climate-related impacts.

Action Plan and Targets Scope 1 & 2 Emissions

In 2023, Schréder set a near-term science-based target to reduce its Scope 1 and 2 greenhouse gas emissions by 52.5% by 2030 compared to the 2019 baseline. This target is a core component of our climate transition strategy and is aligned with a 1.5°C pathway. Our decarbonisation roadmap for Scope 1 and 2 emissions comprises three main pillars: • Increasing the share of renewable electricity in our production facilities; • Reducing natural gas consumption through energy efficiency improvements (including more efficient painting lines); and • Progressively electrifying our global vehicle fleet . These measures, combined with operational factors, have reduced our combined Scope 1 and 2 emissions by 32% compared to our 2019 baseline. This puts us slightly ahead of our SBTi trajectory of 28%.

8K 7 376 Scope 1 + 2 emissions (tCO 2 e) Scope 1 & 2 Emissions (tCO 2 e)

5 443

5 019

SBTI Target 2030

13.2 Integrate climate change measures into national policies, strategies and planning.

2020

2022

2024

2025

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Planet

Stationary Sources Natural gas is primarily used for painting processes (around 90%) and space heating (around 10%). In 2025: • Natural gas consumption totalled 9,383 MWh. - This was 2% lower than in 2024 (9,590 MWh). - This was 38% lower than in 2019 (15,145 MWh). • Emissions from natural gas accounted for 1,638 tCO₂e, representing 53% of total Scope 1 emissions. This long-term reduction compared to the base year reflects the efficiency improvements and process optimisation initiatives implemented across our facilities. Mobile Sources - Company Cars In 2025, emissions from company vehicles totalled 1,416 tCO₂e, accounting for 40% of Scope 1 emissions. This represents: • 21% reduction compared to 2024 (1,788 tCO₂e). This decrease was primarily driven by a reduction in the overall fleet size and an increase in the electrification of our fleet. By the end of 2025, 22% of our global fleet consisted of electric vehicles, marking a 2 percentage point increase from the previous year.

Scope 1 Emissions Scope 1 emissions primarily originate from: • natural gas combustion in manufacturing facilities (e.g. for heating and powder coating processes); • fuel consumption by company vehicles. In 2025, the total amount of Scope 1 emissions was 3,509 tCO₂e. • 10% decrease compared to 2024 (3,878 tCO₂e). • 30% reduction compared to the 2019 baseline of 5,033 tCO₂e. While part of this decrease is due to lower production volumes in 2025, it also reflects ongoing structural efficiency improvements.

I’ve switched to an electric car for my business travel, and it’s been a great move. Beyond being quiet, comfortable and cost-effective, it’s a practical way for me to cut down on emissions. It feels good to know that my daily commute is directly helping to achieve our company’s sustainability goals.

Scope 1 emissions (tCO 2 e) Scope 1 Emissions (tCO2e)

5 033

Julien Dupond Marketing Director Comatelec Schréder

3 878

3 509

SBTI Target 2030

Proportion of Electric Cars Proportion of Electric Cars

22%

2020

2024

2025

2022

78%

Petrol Engine Full Electric Engine

17 17

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Planet

More Sustainable Production Plant in South Africa In line with our SBTi-approved carbon reduction targets, Schréder’s manufacturing site in South Africa has relocated to a new facility designed to improve energy performance, as part of our ongoing efforts to reduce operational greenhouse gas emissions. The new site is equipped with 532 photovoltaic (PV) panels , enabling it to generate around 300 MWh of renewable electricity each year - approximately 40% of the site’s total electricity demand. By increasing the share of on-site renewable energy, the installation reduces reliance on grid electricity and lowers the carbon intensity of our operations. The solar installation is expected to avoid around 280 tonnes of CO₂ emissions each year, thereby supporting Schréder’s efforts to reduce Scope 2 emissions and contributing to the implementation of our broader climate transition strategy in accordance with SBTi. Guided by our SBTi-approved science-based targets, we are accelerating the reduction of our Scope 2 carbon footprint through clear ambition and accountability. By continuously increasing our use of renewable electricity across our manufacturing sites, we are transforming how we power our operations. Our vision is simple yet bold: a future where all our facilities run entirely on renewable energy.

Scope 2 Emissions Scope 2 emissions comprise indirect greenhouse gas emissions associated with the purchase and consumption of electricity, steam, heating and cooling. As Schréder only purchases electricity, our Scope 2 accounting is limited to electricity consumption. In 2025, our Scope 2 emissions totalled 1,510 tCO₂e, representing a: • 4% decrease compared to 2024 (1,565 tCO₂e) • 36% reduction compared to the 2019 baseline (2,343 tCO₂e). This structural reduction compared to the base year reflects: • the installation of photovoltaic (PV) systems at production sites, including those in Spain and South Africa; • the procurement of 100% renewable electricity in selected countries, including Spain, Australia and Portugal. Total electricity consumption in 2025 was 7,251 MWh, a 1% increase on 2024’s figure of 7,209 MWh. Despite the overall increase in absolute consumption, Scope 2 emissions decreased due to the growing proportion of renewable electricity in our energy mix.

Proportion of Green Electricity %

31%

69%

Electricity Green Proportion kWh Fossil Based Electricity

Scope 2 Emissions (tCO2e)

2 343

1 565

1 510

SBTI Target 2030

2024

2025

2020

2022

Florentino Riesgo Group Operations Development & Continuous Improvement Director

7.2 By 2030, increase substantially the share of renewable energy in the global energy mix. 7.3 By 2030, double the global rate of improvement in energy efficiency.

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Planet

Methodological Approach In line with the GHG Protocol’s requirements for Category 11, we calculate the emissions of products sold in a given financial year over their entire expected lifetime. For outdoor lighting products, we use a standard lifetime of 100,000 operating hours. This lifetime-based accounting approach ensures consistency and comparability, as well as alignment with international carbon accounting standards. Our Performance in 2025 Based on this methodology, the total emissions from products sold in 2025 totalled 3.29 million tonnes of CO₂e. This represents a: • 30% reduction compared to 2024 (4.28 million tonnes); • 48% reduction compared to the 2019 baseline (6.33 million tonnes). This result significantly exceeds our near-term SBTi target of reducing emissions by 27.5% by 2030 compared to 2019 levels. In fact, it effectively doubles the targeted reduction, achieving it five years ahead of schedule. The reduction reflects: • the continued increase in sales of connected and smart solutions; • improved product energy efficiency; • a growing share of lower-carbon solutions, including solar products. However, it is important to note that a significant proportion of the reduction is due to a decrease in overall sales volume in 2025 and a greater proportion of sales in markets with lower-carbon electricity generation. In line with CSRD transparency requirements, we recognise that these structural and market-related factors also affected performance.

Scope 3 Emissions 3.11 Use of Sold Products (tCO2e)

Scope 3 Emissions Scope 3 emissions comprise all other indirect greenhouse gas emissions occurring across the Schréder value chain, both upstream and downstream, as defined by the Greenhouse Gas Protocol (GHG). As a global lighting manufacturer, our most significant climate impact comes from downstream emissions, particularly during the use phase of sold products. Target Setting and Strategy In 2023, Schréder set a near-term science-based target to reduce Scope 3 emissions by 27.5% by 2030 compared to the 2019 baseline. This target was validated by the SBTi. As approximately 98% of our total Scope 3 emissions originate from Category 11 (Use of Sold Products), our near-term Scope 3 target has been defined and capped for this category in line with the SBTi’s target-setting rules. 4 To deliver this reduction, we have identified three strategic levers: • increasing the share of connected and smart lighting solutions in our sales mix; • expanding the sales of solar-powered products; • improving product energy efficiency. These actions are embedded in our product development roadmap and commercial strategy, forming a core part of our decarbonisation pathway.

6,33M

4,73M

SBTI Target 2030

3,29M

2025

2019

2024

Future Strategy To ensure structural and sustainable reductions in emissions, independent of market fluctuations, we will: • further accelerate the transition towards smart, connected and solar-based solutions; • continue to improve the energy performance of our products; • work closely with customers to deliver energy- efficient lighting systems that reduce lifetime emissions. Given the significance of Scope 3 emissions in our climate profile, these actions are pivotal to our long- term decarbonisation strategy and our commitment to the 1.5°C pathway.

(4) SBTi requires that at least 67% of the total reported and excluded mandatory scope 3 emissions are covered under target(s). https:// sciencebasedtargets.org/faqs#which-emissions-are-mandatory-for- companies-to-include-in-their-sbti-validation

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Planet

Production Materials Purchased production materials are the second- largest contributor to Scope 3 emissions outside of Category 11. In 2025, emissions associated with these materials totalled 82,580 tonnes of CO₂e, accounting for 83.7% of Scope 3 emissions outside the SBTi target boundary. Emissions of Production Materials Consumed [kilotonnes of CO 2 e]

Schréder’s ongoing eco-design initiatives aim to optimise material usage while maintaining product durability and performance. At the same time, we are continuously developing our retrofit product portfolio to enable the upgrade of existing luminaires to the latest LED technologies while minimising our use of carbon-intensive materials, such as aluminium. These efforts have resulted in a 15% decrease in total material consumption and a 16% reduction in associated carbon emissions between 2024 and 2025. This demonstrates the effectiveness of design optimisation in reducing environmental impacts at the upstream stage.

Other Scope 3 Emissions (Beyond SBTi target boundary)

Although Schréder’s science-based carbon reduction targets focus on reducing Scope 3 emissions from Category 11 - Use of Sold Products in the near term, we continue to monitor and manage additional Scope 3 emission sources across our value chain. Although these categories are significantly smaller in magnitude than the use phase of our lighting products, they remain relevant in terms of climate impact and operational efficiency. Accordingly, we track these emissions annually and implement targeted reduction initiatives where feasible.

Production Materials Consumption [kilotonnes]

Other Scope 3 Emissions Sources

100

83,7%

14,8%

1,2% 0,3%

Production materials Logistics Business travel Waste

2024 2025

12.2 - By 2030, achieve the sustainable management and efficient use of natural resources.

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Logistics Transport activities relating to the movement of raw materials and finished products are another significant source of Scope 3 emissions. Logistics accounted for 14.8% of Scope 3 emissions outside of Category 11 in 2025. Inbound logistics This includes the transportation of raw materials and components to Schréder’s manufacturing facilities. In 2025, emissions from inbound logistics totalled 6,448 tonnes of CO₂e, which was a 15% decrease compared to 2024 (7,627 tonnes). This reduction was primarily driven by lower production volumes during the reporting period. Outbound logistics Outbound logistics refers to the distribution of finished products to customers and distribution partners. Schréder’s eco-design initiatives, which focus on lighter product designs and optimised packaging solutions, contribute to reducing transportation-related emissions. In 2025, emissions from outbound logistics totalled 8,124 tonnes of CO₂e, a 28% decrease compared to 2024 (11,228 tonnes). This reduction reflects design-related improvements and lower overall sales volumes during the year.

Business Travel Schréder continues to encourage its employees to prioritise virtual collaboration and remote meetings, only travelling when in-person engagement offers clear benefits. Thanks to these efforts and our employees’ continued commitment, business travel emissions fell by 37% in 2025, dropping from 1,827 to 1,147 tonnes of CO₂e. Future Strategy While these emission categories account for a small proportion of Schréder’s total climate footprint, we are committed to improving operational efficiency, refining product design and promoting responsible travel and logistics practices. Monitoring these sources provides valuable insights into the broader climate impact of our value chain. This supports our long-term decarbonisation strategy and aligns with the GHG Protocol and CSRD reporting requirements.

Collecting Primary Scope 3 Data from Suppliers To improve the accuracy and usefulness of the decisions based on our Scope 3 greenhouse gas (GHG) emissions inventory, we have implemented a structured framework for collecting primary data. This approach prioritises suppliers based on the carbon intensity tier associated with their segment category, ensuring that efforts are focused on those activities with the greatest potential impact. A key focus area is aluminium foundries , as aluminium has one of the highest cradle-to- gate carbon intensities in the global value chain, particularly in primary production. This process is a significant contributor to upstream emissions. Therefore, improving the granularity of data sourced from aluminium suppliers has a significant impact on the quality of our Scope 3 calculations. Information relating to primary emissions is obtained directly from suppliers via a dedicated data collection template. All submissions are checked for plausibility and completeness internally before being incorporated into our GHG accounting processes. This systematic validation process enhances the reliability of our emission factors and enables more precise decarbonisation planning. The primary data programme not only improves data quality, but also serves as an important lever for supplier engagement . By increasing transparency and promoting shared responsibility for reducing emissions, the process integrates our partners into our broader sustainability journey. Increasing visibility across our supply chain is a fundamental step towards effective carbon management practices. Categorising suppliers based on their processes, materials, and segment importance enables more informed strategic decision-making and supports the integration of sustainable objectives throughout our procurement activities.

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Planet

1.2 Waste Management Although waste management accounts for only around 1% of our other Scope 3 emissions, proper waste management must be at the heart of all industrial organisations’ processes in order to achieve UN SDG target 12.5. Waste Reduction Strategy Based on the Schréder Group’s 2024 DMA, waste management and the use of circular resources have been identified as material topics due to their environmental impact and relevance to stakeholders, including customers, regulators and local communities. As a company operating in the lighting industry, our direct environmental footprint is moderate compared to heavy manufacturing sectors due to our manufacturing activities being predominantly based on assembly processes. Nevertheless, we recognise that responsible waste management and the efficient use of resources are essential for supporting the transition to a circular economy and for reducing the environmental impact of our operations. Schréder is committed to minimising waste generation at source and maximising the reuse, recycling and recovery of materials wherever it is technically and economically feasible to do so. Our strategic ambition is to eliminate manufacturing waste sent to landfill and ensure that all production waste is recovered or valorised in line with the principles of the circular economy.

Policies and Governance Our commitment to the circular economy and waste reduction is set out in our Environmental Policy . This policy explicitly outlines our objectives for preventing, segregating and recycling waste, as well as our commitment to continuous improvement. Responsibilities for waste management are clearly defined at site level and overseen within our group-wide environmental management framework. Our main manufacturing facilities are ISO 14001 certified , ensuring the systematic identification, control and reduction of environmental impacts, including waste generation. Furthermore, our largest manufacturing facility in Spain holds EMAS certification, demonstrating our commitment to environmental transparency, compliance, and performance improvement beyond legal requirements.

Actions and Resource Allocation To address this important issue and reduce the environmental impact of waste generation, Schréder has implemented the following measures: • Systematic monitoring and measurement of waste generation across the Group since 2019; • Implementation of structured waste segregation systems at all production sites to maximise recycling potential; • Collaboration with certified waste management partners to ensure the proper treatment, recovery and traceability of waste streams; • Continuous employee awareness programmes to promote responsible waste handling and prevention practices. • Integration of circular economy considerations into operational procedures and environmental management systems. Our approach prioritises waste prevention at source, followed by reuse and recycling, in alignment with the waste hierarchy. Targets Schréder’s long-term objective is to ensure that all manufacturing waste is recycled, reused or otherwise recovered, and that nothing is sent to landfill. This ambition is supported by improvement plans at each site and is embedded within our certified environmental management systems, ensuring systematic implementation and monitoring.

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Planet

Metrics Since 2019, Schréder has been measuring total waste generation across its consolidated manufacturing entities. In 2025, our facilities altogether generated 1,228 tonnes of non-hazardous waste, 1,128 tonnes of which were recycled. The remaining 78 tonnes were sent to landfill and 22 tonnes were incinerated. Of this total, 1,063 tonnes were operational waste, 93.6% of which was recycled, 6.3% of which was sent to landfill and 0.1% of which was incinerated. Since the base year of 2019, our total waste generation has decreased by 24%, while the amount of operational waste we have recycled has increased by 3%. These improvements demonstrate the effectiveness of our waste prevention initiatives and enhanced recycling practices. We are continuing to improve data consistency and traceability to ensure full alignment with ESRS reporting requirements.

Recycling As a manufacturer of lighting products, the Schréder Group recognises its responsibility under Extended Producer Responsibility (EPR) schemes to ensure the proper end-of-life treatment of electrical and electronic equipment (EEE). To minimise our environmental impact and support the transition towards a circular economy, all of our operational sites collaborate with authorised and contracted partners to collect and treat electronic waste (WEEE). This structured process significantly contributes to the effective recycling of our luminaires at the end of their lifecycle, ensuring that valuable materials are recovered and reintroduced into the value chain wherever possible. In Spain, for instance, Schréder works with Ecolum, an accredited compliance scheme that ensures our products are collected, treated and recycled properly once they reach the end of their life cycle. We systematically monitor the volume of products placed on the Spanish market and report this data to the Ecolum platform every month. These figures are then used to calculate our environmental compliance fees. In 2025, Schréder placed 702 tonnes of EEE on the Spanish market. During the same period, 11.5 tonnes of WEEE were collected and processed on our behalf via the authorised compliance system. These measures help us ensure regulatory compliance, take responsibility for our products and make continuous progress towards circular material flows.

Only our production facilities generate hazardous waste, primarily from our powder coating processes. In 2025, Schréder factories collectively generated 264 tonnes of hazardous waste. Continuous Improvement and Risk Management Although our assembly-based manufacturing processes generate less hazardous waste than those in the heavy industry sector, waste management remains an important environmental issue for Schréder. We are committed to reducing waste intensity continuously and advancing the use of circular resources across our operations through structured governance, certified management systems, performance monitoring and employee engagement. At Schréder, we believe that the best approach to waste management is to never produce waste in the first place. We are therefore committed to responsible waste management, prioritising reduction and recycling in order to minimise our environmental impact. To this end, we have implemented a management system that goes beyond legal compliance to establish sustainable practices.

Non-Hazardous Waste

6,3%

0,1%

93,6%

12.2 - By 2030, achieve the sustainable management and efficient use of natural resources.

Honorino Estevez Plant Director Schréder Socelec (Spain)

Recycling Landfill Incineration

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