TABLE OF CONTENTS MAJOR HIGHLIGHTS AND SUSTAINABILITY TARGETS..................................................................... 4 INTRODUCTION BY MANAGEMENT BOARD ........................................................................................ 5 GENERAL INFORMATION .......................................................................................................................... 6 KEY FIGURES .......................................................................................................................................... 6 ABOUT PANKL ........................................................................................................................................ 7 GROUP STRUCTURE ................................................................................................................................ 8 VALUE CHAIN ......................................................................................................................................... 9 MANAGEMENT STRUCTURE ................................................................................................................... 10 CORPORATE CULTURE AND CORPORATE ETHICS ..................................................................................... 11 SUSTAINABILITY MANAGEMENT ........................................................................................................ 12 ENVIRONMENTAL ASPECTS AND CLIMATE CHANGE ..................................................................... 16 INFORMATION ON EU-TAXONOMY .......................................................................................................... 16 ADAPTATION TO CLIMATE CHANGE ........................................................................................................ 22 MITIGATION OF CLIMATE CHANGE.......................................................................................................... 26 RESEARCH AND DEVELOPMENT ............................................................................................................. 31 ENERGY ............................................................................................................................................... 32 ENVIRONMENTAL ASPECTS – USE OF RESOURCES AND CIRCULAR ECONOMY .................. 38 INFLOW OF RESOURCES ....................................................................................................................... 38 OUTFLOW OF RESOURCES: WASTE ........................................................................................................ 40 CIRCULAR ECONOMY ............................................................................................................................ 44 SOCIAL SUSTAINABILITY ASPECTS – EMPLOYEES ........................................................................ 48 WORKING CONDITIONS ......................................................................................................................... 48 SAFETY AT WORK AND HEALTH PROTECTION .......................................................................................... 51 TRAINING AND EDUCATION .................................................................................................................... 55 DIVERSITY AND EQUAL OPPORTUNITIES ................................................................................................. 58 SOCIAL SUSTAINABILITY ASPECTS – GENERAL ............................................................................. 60 DATA PROTECTION, INFORMATION SECURITY AND CYBERSECURITY ........................................................ 60 GOVERNANCE ASPECTS ........................................................................................................................ 62 MANAGEMENT OF SUPPLIER RELATIONSHIPS ......................................................................................... 62 CORRUPTION AND BRIBERY ................................................................................................................... 63 APPENDIX ................................................................................................................................................... 68 KEY FIGURES - ENVIRONMENT ............................................................................................................... 68 KEY FIGURES - SOCIAL .......................................................................................................................... 72 TAXONOMY .......................................................................................................................................... 79 GRI INDEX ............................................................................................................................................ 81 ABOUT THIS REPORT ............................................................................................................................ 82 IMPORTANT LINKS ................................................................................................................................ 83 3

INTRODUCTION BY MANAGEMENT BOARD Management board (from left to right): Thomas Karazmann, Wolfgang Plasser, Christoph Prattes, Anton Hirschmann DEAR STAKEHOLDERS LADIES AND GENTLEMEN The past 2023 fiscal year was extraordinary in many respects. In particular, the effects of the Ukraine war, the fluctuating price developments in the energy sec- tor and the continued very high inflation rate characte- rised this period. Last year we further developed our corporate strategy. We focused on the topics of efficiency and transfor- mation. In 2024, we will also further substantiate our sustainability strategy which integrates our climate policies. The fiscal year 2023 has once again shown that the strategic orientation of Pankl Group ensures sustaina- ble corporate success. Especially in uncertain times characterised by high volatility, our diverse range of innovative and sustainable products prove to be an essential support. The high level of expertise of the entire Pankl team, which is constantly promoted and expanded, contributes significantly to the successful development of the Group. The partnership-based approach, coupled with a high level of motivation and flexibility, is what sets us apart and, last but not least, enabled us to achieve another excellent result in the past fiscal year. Pankl Group was able to generate re- cord revenues of EUR 936m. With our second sustainability report, we look to the fu- ture together. Climate change, social change, digitisa- tion, and the shift in global markets are fundamentally changing the world. These factors mean that the auto- motive, racing and aerospace supply industries must also change. This creates new tasks and great oppor- tunities for us. We therefore focus on environmental, social, and corporate management issues throughout the Group with great attention and responsibility. With the analysis of double materiality, we have taken another significant step in 2023 to take a more com- prehensive look at the issue of sustainability in our Company. In an inside-out and outside-in analysis, 15 key topics as well as the resulting risks and opportu- nities were identified across the Group in accordance with CSRD guidelines. You can find more detailed in- formation about this in the report in the chapter “Major Sustainability Topics”. In this report we explain the progress we have made in terms of sustainability in 2023. You will gain an in- sight into our sustainable commitment and the goals we have set ourselves for the next few years. We would like to thank all our employees for their com- mitment and our stakeholders for the good co-ope- ration. We look forward to continuing to communicate with you in the future and consistently proceeding on our path to success together. We are convinced that we will be able to overcome future challenges in the best possible way. Kapfenberg, March 2024 Wolfgang Plasser Thomas Karazmann Anton Hirschmann Christoph Prattes 5

GENERAL INFORMATION Pankl AG (hereinafter referred to as “Pankl Group” or “the Company”) is a leading international auto- motive and aerospace supplier. With its 4,373 em- ployees at 21 locations worldwide, it develops, produces, and sells high-tech and high-precision individual components as well as complete sys- tems in the racing, luxury automotive, passenger cars, aerospace, truck and off-highway, two-whee- ler, and industrial applications markets. The Company was founded in 2018 and is the pa- rent company of the two globally operating com- Pankl lives its values and shares them with all its sta- keholders. Building on the strong corporate culture, local teams contribute to the dynamic development of the international group of companies. The emp- loyees of Pankl Group are crucial to the success of the Company. Thanks to their professionalism, pas- sion and entrepreneurial spirit, opportunities can be seized, action taken decisively, and value crea- ted for all stakeholders. The excellent co-operation between employees is based on a firmly anchored and lived corporate culture, which forms the foun- dation of the organisation and is determined by the common basic values of High Tech, High Speed and High Quality. The vision of Pankl Group is to develop and produce market-leading technical systems. Action is based Pankl Group's strategy is aimed at technological leadership and expanding the product portfolio through synergies in the Group. The next steps are the further expansion of our own competen- cies and production technologies, a deepening of our own value-added share and the expansion of technology towards electrification and alter- native fuels. When it comes to sustainability, the focus is cle- arly on our own value creation processes from procurement to development and production. A target path for reducing the CO2 footprint is set. In addition to digitisation and automation, the development of new markets and the expansion ABOUT PANKL GROUP COMPANY PROFILE panies, Pankl Racing Systems AG (hereinafter "PARS") with its headquarters in Austria and SHW AG (hereinafter "SHW") with its headquarters in Germany (all collectively hereinafter referred to as the “Pankl Group” or “Group”). In 2023, Pankl Group was able to generate new re- cord revenues of EUR 936m. A total of EUR 76m was invested for further growth. CORPORATE MISSION STATEMENT on the most modern findings. Pankl is committed to implementing new ideas. Through intensive re- search, it secures the decisive technological advan- tage. Pankl Group strives to be the fastest in all aspects of its business. It wants to make a difference and is willing to make constant improvements. Pankl re- cognises the opportunities in its specific business area and takes appropriate action. At Pankl Group, quality means perfection down to the last detail. It focuses all energies on the needs of customers. Quality also means striving for a long- term relationship of trust with business partners and colleagues. CORPORATE STRATEGY of the aftermarket in the brake disc sector are among the goals of Pankl Group. The Company integrates environmentally friend- ly practices in all business areas, from develop- ment to production, to ensure a sustainable product life cycle. This includes transitioning to resource-efficient processes and materials while implementing initiatives to promote energy effi- ciency and the use of renewable energy. Through this strategic integration of sustainability, Pankl Group not only strives for ecological responsibi- lity, but also sees this as a decisive contribution to long-term competitiveness and the meeting of social expectations. 7

GENERAL INFORMATION VALUE CHAIN ENGINEERING FORGING TECHNOLOGY CASTING TECHNOLOGY SINTERING TECHNOLOGY TESTING ADDITIVE MANUFACTURING PROCESSING HEAT TREATMENT ASSEMBLY SERVICE Pankl AG Pankl Racing Systems AG SHW AG 9

GENERAL INFORMATION CORPORATE CULTURE AND CORPORATE ETHICS Compliance principles are the basis for fair busi- ness behaviour and social dialogue. Pankl Group is committed to being a trustworthy business partner and employer by complying with laws, regulations, guidelines, and agreements and providing transpa- rent reporting. As an internationally acting group of companies, Pankl Group is therefore committed to strict prin- ciples of good corporate governance and transpa- rency as well as to the constant development of an efficient system of corporate control. The frame- work is formed primarily by Austrian, German and EU law, the statutes, the rules of procedure of the Company's bodies and internal guidelines. Pankl Group is committed to free and fair compe- tition. This includes the prevention of any form of corruption. Pankl Group always pursues the goal of non-occurrence of a single corruption incident and expects appropriate behaviour from all emp- loyees, managers, and board members as well as all business partners, suppliers, customers, and consultants. In 2023, there were no corruption pro- ceedings against Pankl Group, no judgment was served in this regard, nor did any related fines have to be paid. To make it clear which behaviour Pankl Group exemplifies and what is expected of all business partners, Pankl Group revised the Code of Conduct in 2023, consolidated it to the level of the parent company and published it. A compliance officer has been appointed by PARS and SHW to monitor observance. In addition, regular training courses on the Code of Conduct are carried out worldwi- de. The Code of Conduct can be accessed on the Pankl Group website in seven languages. In addition, Pankl Group published a policy state- ment on compliance with human rights and a whistleblower policy in 2023. These guidelines are also accessible on the Pankl Group website and the whistleblower platform for internal and external stakeholders worldwide. 11

SUSTAINABILITY MANAGEMENT OF PANKL AG SCOPE OF CERTIFICATIONS Pankl Group has successfully undergone various certifications to demonstrate its commitment to quality, environmental protection, and sustainability. As part of the NQC certifications, the current average value is between C75 and B81. This shows a continuous effort to achieve and maintain high quality standards. The Company has also undergone assessments by Ecovadis. Pankl Aerospace received a gold rating. This represents an outstanding achievement in corporate sustainability. The overall assessment of Pankl Racing Systems is currently being revised with the aim to optimise corporate performance with increased sustainability activities. Regarding the Carbon Disclosure Project (CDP), an assessment result of C was achieved in 2023, which is the same result as in the previous year. The goal of Pankl Group is at least to achieve the benchmark of B, which is common in the automotive sector, and to continue to improve. Through the targeted pursuit of certification goals and continuous improvements, Pankl Group sends a clear signal of its commitment to the highest standards and its pursuit of more sustainable and responsible business management. SUS TAIN ABILITY As part of its sustainability process, Pankl Group places a particular focus on the systematic ana- lysis of environmental, social, and corporate go- vernance (ESG) issues. For this purpose, a mate- riality analysis was carried out for the second time to identify the relevant aspects and evaluate their effects. The so-called corporate carbon footprint (CCF) is calculated annually to show the CO2 emis- sions caused. To implement these goals, key performance indica- tors (KPIs) are defined that include qualitative and quantitative aspects in the ESG areas. Tracking of these metrics is ongoing to monitor progress and make adjustments. Measures to achieve the sustainability targets are derived directly from the defined goals. These mea- sures go through a process during the budget pha- SUSTAINABILITY PROCESS se and are implemented in the best possible way. Particular attention is paid to the topics of energy efficiency, the increased use of renewable energies and measures to optimise heating and cooling pro- cesses. A crucial element of the sustainability process is continuous improvement, which is anchored not only in the operational measures but also in the Company's management system. This ensures the continuous development of Pankl Group. Given the constantly growing number of legal requirements in sustainability, it is particularly important that Pankl Group acts flexibly and quickly adapts to new legal framework conditions. 13

SUSTAINABILITY MANAGEMENT OF PANKL AG ENVIRONMENTAL ASPECTS SOCIAL SUSTAINABILITY ASPECTS GOVERNANCE ASPECTS CLIMATE CHANGE Climate change mitigation and adaptation energy USE OF RESOURCES AND CIRCULAR ECONOMY Inflow of resources including usage of resources outflow of resources: waste circular economy EMPLOYEES Working conditions (secure employer, working hours, appropriate salaries, work-life balance) occupational safety and health protection training and further education diversity and equal opportunities DATA PROTECTION MANAGEMENT OF SUPPLIER RELATIONSHIPS MANAGEMENT OF CORRUPTION PREVENTION AND INVESTIGATION Finally, consolidation took place within the Group. On the one hand, this included weighting the topic areas and the interviews according to the sales volume of the respective locations and companies. On the other hand, the main topics of PARS and SHW were brought together and consolidated in the parent company Pankl AG. ESG STAKEHOLDER DIALOGUE Both the fulfilment of social and ecological responsibility and the long-term economic success of Pankl Group are based on successful co-operation with various stakeholders and the respectful handling of their concerns. The exchange with internal and external stakeholders and their active involvement in Pankl Group's business activities are crucial for the Company. Particularly as a global company in the automotive and aerospace supply industries, Pankl Group is aware of the scope of its influence on key areas of society. E R S D L O H E m a n a g e m e n t s u p e r v i s o r y b o a r d s AL S T A K N R E T IN s r plie p u s employees r e s i d e n t s A E R A G N I D m unities co m s olitic p N U O R R U S E H T S IN R STAKEHOLDE B U SIN E S S P A R T N E R S custo m ers t a n t s c o n s u l STAKEHOLDER OF PANKL AG s h a r e h o l d e r s banks INVESTO R S 15

ENVIRONMENTAL ASPECTS AND CLIMATE CHANGE The new assessment methodology includes crite- ria for a clear assignment of an economic activity to an economic activity listed in the Taxonomy Re- gulation. This leads to better industry comparabili- ty and greater transparency through the changed allocation of economic activities. The entire vehicle fleet was assigned to the economic activities for transport (6.4.-6.6) because an assignment to the- se economic activities was considered more ap- propriate. Building renovations were not identified for the 2023 fiscal year because the investments made were expansions or repairs and maintenance work on buildings. Due to their link to sales-related economic activities, all operating and office equip- ment was connected to the economic activities “3.18. Manufacturing of automotive and mobility components and 3.21. Manufacture of aircraft”. Taxonomy eligibility and -conformity was determined based on the following process steps: Process Integrated Departments 1. Determination of the companies to be included ESG-Team, IR, Controlling 2. Analysis of sales-related economic activities ESG-Team, IR, Controlling 3. 4. Analysis of non-sales-related economic activities Allocation of activities regarding Taxonomy eligibility Fulfilment of minimum social protection criteria IR, Legal 5. 6. Calculation of KPIs 7. Consolidation 8. Reporting including notification sheet ESG-Team, IR, Controlling ESG-Team, IR, Controlling ESG-Team, IR, Controlling IR, Controlling ESG-Team, IR, Controlling Due to further regulatory developments and clarifications on interpretation uncertainties from the EU, deviati- ons and changes in disclosure may arise in future fiscal years. These changes will be explained accordingly if necessary and, if the valuation methodology changes, the comparative figures will be recalculated to ensure comparability. ECONOMIC ACTIVITIES The analysis of business activities was divided into consideration of sales-related economic ac- tivities and non-sales-related economic activities. Sales-related economic activities generate sales for the Company and include the entire product portfolio as well as the associated investments and costs. Non-sales-related economic activities refer to investments and costs that are not rela- ted to the business of the Company and its sales but are necessary as part of the business activity. A key factor in classifying the activities was the distinction between different business models and drive technologies. The business models are divi- ded into “trading” and “manufacturing/assembly”. If products were purchased and resold without any significant change, they were assigned to the “trade” business model and therefore reported as non-Taxonomy-eligible sales. 17

ENVIRONMENTAL ASPECTS AND CLIMATE CHANGE According to Delegated Directive (EU) 2023/2485 of the EU Commission of 27 June 2023 amending Delegated Directive (EU) 2021/2139, only Taxonomy eligibility is to be reported for the additional economic activities in the fiscal year 2023. CONFORMITY REQUIREMENTS Adaptation to Climate Change A significant novelty in the 2023 fiscal year was the Group's implementation of a climate risk and vulnerability analysis to meet the DNSH criteria, which is why the analysis is described in more detail below. As part of the analysis, the climate impacts on the locations relevant to the economic activities were examined. First, the physical climate impacts were examined regarding their potential influence on the economic activities and then current and future climate risks were identified at the selected locations using climate projections. Finally, impacts on economic activities and remedial measures were assigned. For further information, please see the “Climate Risk and Vulnerability Analysis” section. Minimum Social Protection Criteria Finally, an established minimum protection procedure must ensure that activities are in accordance with the OECD Guidelines for Multinational Enterprises, the UN Guiding Principles on Business and Human Rights, the ILO Core Labour Standards, and the International Charter of Human Rights. This is guaranteed by the Group's Code of Conduct, which defines the framework conditions for its economic activities. These form the basis of all co-operation within and outside Pankl AG. Pankl AG ensures the implementation of and compliance with a careful due diligence process and deals in- tensively and regularly with all relevant risks, which include core issues such as human rights (including child and forced labour, labour and consumer rights), bribery, solicitation of bribes and extortion, taxation and fair competition. These efforts span all Company locations and supply chains to identify and address potential impacts in these areas. The basis for this is an abstract risk analysis at country level that was launched in the 2023 fiscal year. Countries in which the Group operates are considered. In the next step, this will be supple- mented by industry risks and a specific risk analysis. The ratings (country assessment) are based on publicly available (country-specific) indices, such as the Global Gender Gap Index, the Corruption Perception Index, and the Environmental Performance Index, which are reviewed and updated annually. The Section Corporate Culture and Corporate Ethics provides detailed information on the Code of Conduct. KEY FIGURES Based on a complete analysis of the economic activities, the share of Taxonomy-eligible and/ or Taxonomy-conforming sales revenues, invest- ments (Capex) and operating expenses (Opex) of the respective totals of Pankl AG for the fiscal year 2023 were stated in accordance with the Taxo- nomy Directive. In principle, all fully consolidated companies are included in terms of sales revenues, investment, and operating expenses. Double coun- ting was avoided because amounts could either be assigned directly to an economic activity or broken down based on the portion of Taxonomy-confor- ming products from the total number of units pro- duced per production location. 19

ENVIRONMENTAL ASPECTS AND CLIMATE CHANGE The Taxonomy-conforming OpEx indicates the proportion of operating expenses within the mea- ning of the Taxonomy Directive that is associated with Taxonomy-conforming economic activities or the acquisition of products from a taxonomy- conforming economic activity. The basis for the calculation of operating expen- ses according to the Taxonomy Directive was the Opex-Key Ratios direct, non-capitalised costs for research and de- velopment, building renovation measures, short- term leasing, maintenance and repair as well as all other direct expenses for the ongoing main- tenance of property, plant and equipment by the Company or by third parties that are necessary to ensure the continued and effective functionality of these systems (e.g. costs for cleaning). Operating expenses in EURk Research and development Short-term leasing Maintenance and repair Other direct expenses related to the daily maintenance of tangible fixed assets Total 2023 859 786 38,259 1,388 41,292 To calculate the denominator of Pankl AG in accor- dance with the Taxonomy Directive, the operating ex- penses for short-term rental and short-term leasing, maintenance and repair expenses as well as all clea- ning costs were included as other direct expenses in connection with the daily maintenance of property, plant, and equipment. The operating expenses in the denominator amount to about EUR 41.3m. The numerator resulted from the analysis of the ex- penses of the above accounts and their allocation to a sales-related or non-sales-related economic acti- vity. Costs for which it was not possible to allocate them to a non-sales-related economic activity were again classified as not eligible for Taxonomy. The lar- gest share of Taxonomy-eligible operating expenses is directly related to economic activities “3.18. Ma- nufacture of automotive and mobility components” and “3.21. “Manufacture of aircraft” as these costs ensure the continued functioning of the Company. Furthermore, costs for short-term leasing in transport (economic activities “6.5. Transport by motorcycles, cars, and light commercial vehicles”) were classified as eligible for Taxonomy, as were costs associated with the maintenance of the associated vehicles. Costs from the purchase of company bicycles are an asset of low value and were therefore reported as Taxonomy-eligible operating costs (economic activity “6.4. Operation of personal mobility devices, bicycle traffic logistics”). It could not be determined that the conformity con- ditions for the Taxonomy-conforming economic acti- vities were met because either the relevant evidence was missing or the significant contribution to an en- vironmental goal was not achieved. There are no significant changes in the amounts. Economic activity “6.4. Operation of personal mobi- lity devices, bicycle traffic logistics” was added due to the offer of a company bike for employees in the fiscal year 2023. The detailed notification forms in accordance with delegated regulations 2023/2486 (KPIs on sales, Ca- pex, Opex) and 2022/1214 (information on activities in the areas of nuclear energy and fossil gas) can be found in the appendix. 21

ENVIRONMENTAL ASPECTS AND CLIMATE CHANGE RISKS AND OPPORTUNITIES Rising costs of insurance due to increased climate risks and possible damage to operational facilities and assets pose financial challenges. Investments in ecofriendly technologies and sustainable production processes can not only reduce risks, but also lead to more efficient operations and new market opportu- nities. Diversifying the supply chain and promoting sustainable working practices improve security of supply and contribute to corporate sustainability. Overall, adapting to climate change represents fi- nancial risks on the one hand, but on the other hand it also opens significant opportunities for Pankl Group. A comprehensive strategic approach to financial risks, promoting innovation, developing sustainable supply chains, and building a positive image makes it possible to improve competitiveness and make a positive contribution to environmental protection. CLIMATE CHANGE ADAPTATION STRATEGY Pankl Group is already investing in renewable energies as a central element of its strategy to reduce dependence on fossil fuels. These investments are intended not only to minimi- se emissions, but also to increase operational energy efficiency. State-of-the-art technologies and efficient production processes are imple- mented to optimise energy consumption and minimise environmental impact. 7.2 To significantly increase the share of renewable energies in the global energy mix by 2030. 13.1 To increase resistance and adaptability to climate change related dangers and natural disasters. 13.2 To include climate protection measures in strategies and planning. RELATED SDGs 23

ENVIRONMENTAL ASPECTS AND CLIMATE CHANGE Type Form Potential impacts Mitigation measures Flooding Disruption to work routes, loss of production, supply chain Design new buildings to with- stand 100-year floods, improve flood protection e t u c A Strong precipi- tation (rain, hail, Disruption of work routes, loss of production; supply Creation of retention basins, seepage areas, reduce the snow) chain degree of sealing Earthquake und Loss of production, energy Static specifications for supply buildings Cur- rent Until 2050 SSP1-2.6 SSP2-4.5 SSP5-8.5 very high very high very high very high very high very high very high extreme very high Scenario-independent Power cuts due to interup- Emergency generator to back ted cables or lightning up IT servers high high high high landslide Storms and thunderstorms (lightning) Drought and heatwaves l i a c n o r h C Water supply Heat stress Productivity Alternative supply of drinking water, cooling of systems in circulatory manner Air conditioning of workplaces, taking selective cooling measu- res, increasing breaks high very high extreme extreme high very high very high extreme BIODIVERSITY, KAPFENBERG AND BAD SCHUSSENRIED In the summer of 2023, PARS in Kapfenberg carried out a remarkable initiative to improve biodiversity. This measure extended across the area of the Kapfenberg High-Tech Park and Industriestrasse, both of which have spacious green areas. The creation of these green spaces served to provide bees with an optimal habitat and to improve their living conditions. As part of this ecofriendly campaign, a total of 20 beehives were set up at the locations. These homes are inten- ded not only to provide a safe place for bees, but also to help promote biodiversity and highlight the importance of pollination to the environment. The continued project in Bad Schussenried to promote biodiversity, including a flower meadow and insect hotels that have already been created, underlines the commitment to environmental sustainability. 25

ENVIRONMENTAL ASPECTS AND CLIMATE CHANGE RISKS AND OPPORTUNITIES With increasing legal requirements in climate change mitigation, Pankl Group recognises the need to pre- pare for changing regulations. Compliance with and adaptation to the new standards is considered essen- tial to counteract possible regulatory risks. Operating costs because of climate change mitigation measures are another important aspect. The involvement of stakeholders in the climate change mitigation process is viewed as an opportunity. The growing importance of sustainable corporate practi- ces for customers, business partners and employees is recognised. Open communication and active invol- vement of stakeholders not only create trust, but also long-term relationships. CLIMATE CHANGE MITIGATION STRATEGY Pankl Group takes proactive measures in climate change mitigation. As a central element of the strategy, the group prepares a detailed greenhouse gas emissions balance for Scope 1, 2 and 3 every year to obtain precise information about the emissions caused. This trans- parent approach enables the two corporate groups PARS and SHW to plan and implement targeted steps to reduce their ecological footprint. A key focus is on the gradual transition from fossil fuels to renewable energy sources. Despite the progress, there are areas where Pankl Group still relies on fossil fuels, par- ticularly for processes in plants that rely on natural gas or coking coal. The Company is working intensively on alternative solutions such as the use of biogas to minimise the ecological impact in these areas too. SHW is an outstanding example of sustainable resource consumption. At the Neuhausen and Tuttlingen locations, gray cast iron and aluminum scrap are already being reused direct- ly in the Company's own foundry. This efficient use of resources contributes significantly to reducing the ecological footprint. Pankl Group's research and development departments are also particularly committed to ensuring low resource consumption for the required materials. Pankl Group consistently relies on the circular economy by separating waste according to type. The scrap metal separated in this way is sold on to external companies or melted down and returned to the production cycle. 12.2 To achieve sustainable management and efficient use of natural resources by 2030 RELATED SDGS Regarding CO2 compensation, Pankl Group is evaluating various approaches to neutralise its remaining emissi- ons. This underlines the Company's commitment not only to assume responsibility, but also to actively contribu- te to global climate change mitigation. TAKING MEASURES AND FURTHER EXPLANATIONS 27

ENVIRONMENTAL ASPECTS AND CLIMATE CHANGE The introduction of the calculation of a part-specific CO2 equivalent (PCF) integrated into the ERP system underli- nes the effort to quantify the ecological footprint to be able to take targeted reduction measures. KRENHOF, KÖFLACH The Haimen facility has taken several strategic initiatives to reduce environmental impact and make operational processes more sustainable. This includes the installation of volatile organic compounds (VOC) and particle filter systems for casting and painting lines, which contributes to effective emissions control. SHW AUTOMOTIVE PUMPS, HAIMEN KEY FIGURES CORPORATE CARBON FOOTPRINT GRI 305 tCO2 Scope 1 Scope 2 Scope 3 in % Scope 1 Scope 2 Scope 3 2023 34,251 6,325 2022 40,714 27,106 173,258 190,245 2023 16.0 3.0 81.0 2022 15.8 10.5 73.7 Scope 1 Scope 2 Scope 3 Pankl Group can announce positive developments in terms of reducing CO2 emissions for 2023. A significant reduction was achieved in the Scope 1 area, which can be attributed to the successful switch to climate-neutral gas at SHW. This strategic decision has enabled Pankl Group to significantly minimise its direct emissions while pursuing an environmentally friendly approach to energy supply. Progress was also made in Scope 2. The reduction in CO2 emissions was achieved through the consistent purchase of green electricity. The conscious purchase of sustainably generated electricity underlines Pankl Group's commitment to directing its energy sources to- wards environmental compatibility and thus making a positive contribution to climate protection. Despite an adjustment in the Scope 3 data collection, CO2 emissions were reduced by 9%, which corre- sponds to a decrease from 190,245 tonnes in the pre- vious year to 173,258 tonnes in the current fiscal year. This positive development was made possible largely by improved co-operation with our suppliers. The pre- cise recording of CO2 emissions data along the supply chain has partly enabled us to make precise calculati- ons and develop targeted optimisation strategies. The- se efforts will be continued in the coming years to obtain a supplier-specific database. A comprehensive breakdown of the key figures for PARS and SHW can be found in the appendix. 29

ENVIRONMENTAL ASPECTS AND CLIMATE CHANGE PARS' research and development strategy places a key focus on maximising resource efficiency while promo- ting lightweight construction. This orientation not only makes economic sense but is also an essential part of corporate responsibility regarding environmental pro- tection and sustainability. A key element of this strategy is to specifically train designers to use materials wisely. Here, attention is paid to optimal dismantlability of the developed system components and separability of the materials used. This creates a good basis for recycling and disposal. Topology optimisation is used as an innovative tool to support the economical use of materials. Specific trai- ning prepares designers for this technology, with the fo- cus on reducing material consumption for steel, alumi- nium, and titanium. Integrating lightweight construction concepts into the development process helps minimise the amounts of materials required without compromi- sing the structural integrity and performance of compo- nents. This technology saves materials and minimises metallic residues, particularly when additive manufactu- ring methods are used. At SHW, component weight reduction is already con- sidered during the structural design of individual com- RESEARCH AND DEVELOPMENT GRI 305 ponents and entire assemblies. On the one hand, this should reduce the use of materials and thus the need for resources to an optimum. On the other hand, this also leads to CO2 savings over the entire service life of the vehicle as a complete system. A compromise is al- ways made between lightweight construction and use of materials, but this does not have a negative impact on component quality and product safety. Further po- tential lies in the selection of suitable materials for the respective purposes and requirements. In co-ordination with customers and suppliers, possible materials are preselected and tested in extensive validations to make the best possible choice. Current development projects focus on systems used in battery-electric vehicles and thus make a significant contribution to electrification and the mobility transition. In addition to the further development of existing pro- ducts and adapting them for use in electric drive sys- tems, new developments for new areas of application for cooling and lubrication in current and future vehicle generations are also on the roadmap. In this way, the product portfolio is further adapted to the needs of cus- tomers. Research and development Total number of employees in research and development Number of research and development employees in % of total employees Capital expenditure R&D expenses in % of revenues KEY FIGURES 2023 456 2022 2021 - - 10.43 8.08 6.58 24.357 - - 10.45 5.00 11.00 31

ENVIRONMENTAL ASPECTS AND CLIMATE CHANGE Pankl Group faces the promising prospect of not only reducing operating costs through these sustainable energy investments, but also strengthening its competitive position. The use of renewable energies and effi- cient technologies is not only reflected in a positive environmental contribution but can also further strengthen the reputation of Pankl Group as a responsible and future-oriented market player. STRATEGIES FOR ENERGY-RELATED IMPROVEMENTS As part of its ongoing efforts towards sustainable development and environmental responsibility, Pankl Group is pursuing a strategy to improve energy-re- lated matters. The key points of this strategy include increasing the use of renewable energy sources and increasing operational energy efficiency. For this pur- pose, Pankl Group uses photovoltaic systems, heat pump concepts, green electricity, and climate-neutral natural gas. These measures not only serve to redu- ce the ecological footprint, but also contribute to a more sustainable and environmentally friendly energy supply. To increase operational energy efficiency, Pankl Group is implementing more efficient solutions at the various locations. Energy managers at the individual locations play a crucial role. Through their expertise and continuous monitoring of energy consumption, measures are taken to optimise energy consumption and reduce costs. Communication and co-ordination within the Company are intensified through regular quarterly meetings. These meetings serve to co-or- dinate objectives in the energy area as well as other topics related to the environment, social issues, and corporate management. Management board members, operations managers, energy managers and sustainability managers are responsible for creating the measures and achieving the goals in this ESG area of action. 33

ENVIRONMENTAL ASPECTS AND CLIMATE CHANGE Own electricity production expansion At the Bruck an der Mur facility, Pankl Engine Systems recently took a significant initiative to increase energy ef- ficiency. The roof of the Franz Hall was equipped with a state-of-the-art photovoltaic system with an output of al- most 100 kWp. The forecast annual electricity generation is over 100,000 kWh. After receiving all approvals, the plant went into operati- on at the end of 2023. All electricity generated is used in the Company's production processes. This represents a significant step towards self-sufficiency. The investment costs for this environmentally friendly project amounted to EUR 113k. This significant investment underlines the Company's commitment to sustainable practices and the expansion of renewable energy sources at the Bruck an der Mur location. Optimisation and updating of building management system As part of the optimisation and updating of the building management system, a comprehensive component check was carried out. Not only was the visualisation brought up to date, but the measurement, control and regulation components were also tested and optimised for function and settings. Special attention was paid to the implemen- tation of a new heating control system for heat recovery, which was successfully implemented. This innovation was fully implemented in 2023Q4 and helps raise the efficiency of the building management system to a modern level. PANKL AEROSPACE EUROPE, KAPFENBERG The Aerospace Building, which went into operation in March 2023, sets an innovative standard by being designed without the use of fossil energy sources. All building conditioning is provided by highly efficient heat pump systems. The building heating is additionally supported using waste heat from the air compressors. The aerospace building was also equipped with a photovoltaic system. Currently, the photovoltaic output at this location is just over 330 kWp, which produces over 350,000 kWh per year. PANKL AEROSPACE SYSTEMS, CERRITOS By successfully commissioning a state-of-the-art deep-hole drilling machine at the Cerritos site, Pankl Aero- space Systems was able to achieve a significant improvement in terms of energy efficiency and drilling oil con- sumption. The implementation of this modern technology resulted in an impressive reduction of around 50% in terms of energy input as well as drilling oil consumption. CP-CARRILLO, IRVINE CP-Carrillo remains on the waiting list with Southern California Edison, its electricity supplier, to convert its ener- gy source to 100% renewable energy. To support the use of electric vehicles and improve employee satisfaction, CP-Carrillo has installed electric ve- hicle charging stations in all three buildings. This measure was taken on the one hand to prepare for a potential 35

ENVIRONMENTAL ASPECTS AND CLIMATE CHANGE Diesel District heat Petrol Natural gas Melting coke Electricity in % Electricity Melting coke Natural gas District heat Diesel Petrol ENERGY MIX OVERVIEW GRI 302 2023 52.1 29.2 16.9 0.8 0.7 0.3 2022 51.2 29.6 17.5 0.6 0.6 0.4 In 2023, the Company adopted a diversified ap- proach, with electricity consumption accounting for 52.1% of the total energy mix. The use of melted coke remained relatively stable, with this energy source ac- counting for 29.2% of the energy mix. Natural gas played a significant role and its share in the total energy mix was 16.9% in 2023, which was reduced compared to previous years (2022: 17.5%). In addition, Pankl Group integrated district heat, die- sel, and petrol into its energy mix, with these shares amounting to 0.8%, 0.7% and 0.3% in 2023, respec- tively. These values are part of a comprehensive ap- proach to diversification and promoting energy effi- ciency. Pankl Group strives to continuously optimise its energy mix, taking both ecological and economic factors into account. A comprehensive breakdown of the key figures for PARS and SHW can be found in the appendix. Reduction of gas consumption in GWh REDUCTION OF GAS CONSUMPTION GRI 302-4 2023 1.2 2022 3.5 The challenge of maintaining a linear trend is made more difficult by the variety of measures taken within the Company. Different operational aspects may require different approaches to optimising energy consumption. The fluctuations in savings reflect the adaptability of the Company, which actively seeks to manage energy consumption through a variety of measures. GOALS Pankl Group is striving for the ambitious goal of converting all locations in Styria to neutrality in terms of their natural gas sup- ply. In the short term, this measure will be implemented by supporting climate change mitigation projects (carbon offsetting). In the medium term, the plan is to replace large gas consumers through investments. Another central aspect of the Company's strategy is to switch to green electricity tariffs globally. This shift to sustainable power sources will not only help minimise environmental impact, but also positively impact the Company's overall energy balance. To further optimise its environmental focus, Pankl Group intends to significantly reduce energy intensity per component pro- duced. This will be achieved through the implementation of energy efficiency technologies and processes as well as continu- ous monitoring and optimisation. These strategic steps underline Pankl Group's commitment to sustainability and environmental protection, while at the same time ensuring economic stability and efficiency. The focus on long-term supply contracts, the use of renewable energy sources and the reduction of energy intensity per component reflect the Company's commitment to ecofriendly business practices and sustainable development. 37

ENVIRONMENTAL ASPECTS – USE OF RESOURCES AND CIRCULAR ECONOMY industrial diversification and extractive value creation and to secure a beneficiary policy environment 9.b To support domestic technology development and research and innovation in developing countries for 12.2 To achieve sustainable management and efficient use of natural resources by 2030 12.7 To promote sustainable practices in procurement, in line with national policies and priorities RELATED SDGs TAKING MEASURES AND FURTHER EXPLANATIONS KRENHOF, KAPFENBERG At Krenhof Kapfenberg, we are increasingly using resource-saving materials in the aluminium sector, which makes a significant contribution to reducing CO2 emissions. In particular, the share of materials from one supplier has increased significantly over the last two years due to the ramp-up for a large customer. One supplier uses an impressive 90% recycled materials and relies on 95% green electricity in production. This strategic orientation underlines the desire not only to produce high-quality products, but also to make a sustainable contribution to environmental protection. Material Total Aluminium Bentonite Bronze Chromite Graphite Wood Plastic Copper Varnish solvent Manganese Mineral oil Molybdenum Nickel Paper Hydrochloric acid Sand Oxygen Lubricant Silicon Silicon carbide Steel Titanium 2023 44,890 2,553 7,629 1 68 438 340 756 97 90 211 66 84 39 308 15 15,039 6,073 545 513 3,116 6,644 266 KEY FIGURES PRIMARY CONSUMPTION OF RAW MATERIALS IN 2023 [t] GRI 301-1 The main primary metal inputs include steel (6,644 tonnes), aluminium (2,553 tonnes), titanium (266 tonnes), copper (97 tonnes) and nickel (39 ton- nes). These key metals are central to production. A description of the secondary materials can be found in the next chapter. A comprehensive breakdown of the key figures for PARS and SHW can be found in the appendix. GOALS Pankl Group has set itself the goal of increasing the recycling rate for the purchased metals for the 2024 and 2025 fiscal years. The focus areas of this initiative are the implementation of precise data collection to determine the current recycling rate as well as the implementation of targeted measures to increase this rate. 39

ENVIRONMENTAL ASPECTS – USE OF RESOURCES AND CIRCULAR ECONOMY TAKING MEASURES AND FURTHER EXPLANATIONS Pankl Group has already positioned itself as a pio- neer in resource conservation. The internal research and development departments work with great commitment to reduce the consumption of raw ma- terials to a minimum and to achieve the maximum potential from the products manufactured. The goal is to meet the customer’s requirements in the best possible way. The targeted investments in the R&D department underline the high priority the Company attaches to the development of sustainable prac- tices and reflect the desire to fully meet customer demands in this area. PANKL HIGH PERFORMANCE SYSTEMS, KAPFENBERG The newly built on-site service and maintenance area represents significant progress in optimising operational processes. In 2023, the expansion of a new external warehouse including waste disposal provided the opportu- nity to expand storage capacity, improve customer service and increase supply chain efficiency. For this purpo- se, an additional plot of 500 square metres was rented and the extension was built on it. This measure represents a decisive step towards increasing competitiveness and meeting the growing need for storage space. The new service and maintenance area includes an additional 30 square metres of outdoor shelf space as well as an expanded area of 166 square metres for professional recycling and safe disposal of residual materials. In addition, the area offers a covered lounge area for employees, which allows them to relax and chat during work breaks. PANKL ADDITIVE MANUFACTURING TECHNOLOGIES, KAPFENBERG By May 2023, powder waste management in additive manufacturing has been revised. The support structures have so far been disposed of as mixed scrap without generating any revenue. To strengthen the circular economy approach and at the same time exploit the potential of additive manufacturing, a comprehensive material portfolio was developed. This portfolio aimed to collect materials, especially metal pow- ders, that harmonise with each other in appropriate fractions. The identification and analysis of samples served as the basis for the formation of five fractions. Separate disposal was then introduced using a circulation system, with special 30 litre boxes provided with colour codes for the different material groups. As part of the circulation system, disposal takes place twice a week. A financial incentive structure supported this initiative and, on the one hand, promoted correct disposal and, on the other hand, also contributed to promoting the circular economy. 41

ENVIRONMENTAL ASPECTS – USE OF RESOURCES AND CIRCULAR ECONOMY SHW POWDER SYSTEMS, AALEN At the Aalen facility, significant progress has been made in terms of environmental protection and sustaina- bility, particularly in waste reduction. The plants record daily quantities of hazardous waste to be able to react more quickly to unforeseeable events. The analysis of the data recording leads to the derivation of measures such as preventive mainte- nance, shortening maintenance intervals and targeted sealing of systems to prevent leaks. When it comes to non-hazardous waste, the focus is on reducing waste through various projects between the management team and employees. The redesign of the environmental aspect and the derivation of the resulting measu- res are of central importance. Measures to reduce hazardous waste include the introduction of green ma- chining, expansion of dry machining and the procurement of more bench grinders with "water-immiscible cooling lubricant". The switch from disposable to reusable packaging and the creation of an environmental cockpit for the transparent recording of relevant key figures are also being pushed forward. The use of reusable packaging, such as Euro pallets and steel pallets instead of disposable wooden pallets, as well as the replacement of cardboard boxes with plastic boxes show the Aalen location's contribution to the circular economy and resource conservation. Despite an increased number of machines and increased operating performance, the waste generated was reduced by a remarkable 30% compared to the previous year due to the long running times of the plants. To protect against flooding along the Kocher River, the entire Company premises were secured with a flood protection wall to minimise possible environmental impacts. In the area of innovation, the Kunshan factory has implemented an effective measure to reduce plastic waste. Changing the sealing method for VCI bags in the P961 project from adhesive tape to heat sealing successfully eliminated plastic waste. This initiative reflects the desire to introduce innovative solutions that are both environmentally and economically beneficial. SHW AUTOMOTIVE PUMPS, KUNSHAN SHW AUTOMOTIVE, BAD SCHUSSENRIED A variety of measures to reduce waste have been initiated at the Bad Schussenried facility, which will continue as an ongoing process. Significant progress has been made in various areas, particularly non-hazardous waste such as plastic, paper, cardboard, and waste wood. What should be emphasised is the reduction of hazardous waste, including oil-containing metal sludge and oil- contaminated operating fluids. Switching to reusable cloths for cleaning helps save on disposable cloths and oily waste. The aim of purchasing a paper baler is to reduce internal trips and minimise disposal journeys. This project will be further expanded in the future. A systematic reduction in rejects led to a general reduction in waste. The standardisation of cooling lubricants in production and prototype construction resulted in a reduction in hazardous substances, as different coolants were previously used. The reduction of hazardous substances will continue. The ongoing optimisation of the consideration of environ- mental aspects enables a more precise derivation of measures to improve environmental performance. 43

ENVIRONMENTAL ASPECTS – USE OF RESOURCES AND CIRCULAR ECONOMY Stringent quality control when reusing materials is crucial for Pankl Group, as errors or fluctuations in quality could not only affect the production proces- ses, but also jeopardise customer trust. The market dependence on recyclable materials could lead to uncertainty. Fluctuations in the availa- bility and acceptance of these materials in the mar- ket could impact the business model. Diversifying sources of supply and actively following trends in the market are crucial to proactively address these risks. On the opportunity side, consistent implementation of the circular economy offers significant advan- RISKS AND OPPORTUNITIES tages. The clear competitive advantage through sustainable practices and the strengthening of brand reputation are tangible gains. Cost savings by reducing the need for new raw materials and the efficient use of recyclable materials contribute to fi- nancial stability. The growing demand for ecofriendly products offers Pankl Group the opportunity to maintain a positive corporate image. These sustainable circular econo- my practices allow the Company to meet the needs of environmentally conscious customers. SHW is already successfully living the circular eco- nomy. By reusing aluminium and steel scrap in the foundry in Neuhausen and Tuttlingen and converting them into reusable materials, SHW has taken on a pioneering role in Germany. It should be noted that not all facilities of the Group are able to implement such circular economy principles as their products vary greatly and they do not all have access to a dedicated foundry. At Pankl Group facilities which have no direct pos- sibility to use their own metallic residues, these ma- terials are sorted according to type and returned to the cycle via external service providers. By introducing waste reduction strategies and pro- moting recycling programs at a corporate level, Pankl STRATEGIES TO PROMOTE THE CIRCULAR ECONOMY Group not only minimises the ecological footprint, but also achieves significant cost savings through the reuse of materials. Pankl Group also considers continuous innovation and the integration of new technologies into its cir- cular processes as an opportunity to further streng- then its competitive position and open new markets. This strategic orientation not only enables success in the current market environment, but also lays the foundation for future business development. Raising awareness and training employees plays a crucial role in this strategy. This also includes dia- logue with stakeholders to promote understanding and support for sustainable practices. 9.4 By 2030, to modernise infrastructure and retrofit industries to make them sustainable, with more efficient use of resources and increased use of clean and ecofriendly technologies and industrial processes, with all count- ries acting according to their respective possibilities 12.6 To encourage companies, especially large and international ones, to adopt sustainable practices and include sustainability information in their reporting RELATED SDGs 45

ENVIRONMENTAL ASPECTS – USE OF RESOURCES AND CIRCULAR ECONOMY USE OF RECYCLED MATERIALS [t] GRI 301-2 Aluminium Steel Copper Total 5,081 72,350 12 77,443* *Data collection was adjusted in 2023. A breakdown of the key figures between PARS and SHW can be found in the appendix. The foundries of Pankl Group have been relying on the use of recycled metals for years. In addition to our own metallic waste, steel scrap is used as a secondary material when casting brake discs. In the aluminium foundry, recycled aluminium chips pressed into ingots are used as the starting material for casting the aluminium pots for the lightweight composite brake discs. In general, all metallic residues from production processes are collected, mostly sorted, and sold to recycling companies for processing and return to the cycle. In 2023, 5,081 tonnes of recycled aluminium, 72,350 tonnes of recycled steel and 12 tonnes of recycled copper were used, which gives a total use of 77,443 tonnes of recycled materials. These numbers illustrate Pankl Group's ongoing efforts to promote sustainable practices through both recycling and the use of secondary materials. Total METAL RECYCLING [t] GRI 301 2023* 17,520 2022 14,652 2021 1,233 *Data collection was adjusted in 2023. A breakdown of the key figures between PARS and SHW can be found in the appendix. In 2023, almost 20,000 tonnes of metals were recycled and sold to companies that specialise in remelting the metals. Pankl Group aims to increase the portion of secondary materials in material purchases by the end of 2024, if the quality of the raw materials is ensured through material certificates. GOALS 47

SOCIAL SUSTAINABILITY ASPECTS – EMPLOYEES For Pankl, a human resources policy that promo- tes the compatibility of family and career is a key feature of its attractiveness as an employer. We are continuously working on the development of fami- ly-friendly working time models and in the Austrian PARS locations a childcare allowance is paid out once a year for each child. SHW Bad Schussen- ried also has a flexible childcare offer, which can be booked individually via a platform. There are numerous collective bargaining regula- tions in the Company that are intended to make it easier for employees to reconcile professional requirements and private needs and to individu- ally design their own working model. In addition to flexible working hours and the use of flexitime, variable part-time and shift models, company-ba- sed childcare options, and home office have been established. An employee survey in 2023 made it possible to evaluate psychological stress in the workplace TAKING MEASURES AND FURTHER EXPLANATIONS across Europe. In comparison to other Austrian companies, PARS was able to achieve very good results, both in the white-collar and blue-collar sec- tors. SHW also achieved an excellent overall result in the workplace evaluation, in the topic of psycho- logical stress at work as well as in commitment and motivation. PARS had a response rate of 84% in Austria and SHW one of 45% from the European locations. The response rate from all locations surveyed was around 82% and therefore shows very good values. At the PARS Kapfenberg location, the initiative was taken to make the commute to work climate-friend- ly and less stressful. The frequency of buses to the high-tech park in Kapfenberg was increased. This makes it much easier for employees to travel to and from work by public means of transport than before. 49

SOCIAL SUSTAINABILITY ASPECTS – EMPLOYEES SAFETY AT WORK AND HEALTH PROTECTION GRI 403 Companies are obliged to protect their employees from work-related accidents, diseases, and health impairments. Every company therefore considers the health and safety of its employees to be its greatest asset. For this reason, continuous improvements shall be pursued on an ongoing basis to constantly increase the level of safety in the workplace. MAJOR IMPACTS Safety at work and health protection have the highest priority in Pankl Group. Work-related accidents and illnesses are avoided as best as possible to protect employees. Occupational accidents affect the production process, re- duce productivity, and sustainably damage the Company's reputation. The attractiveness of the employer can be increased through measures to promote physical and mental health. RISKS AND OPPORTUNITIES STRATEGIES REGARDING SAFETY AT WORK AND HEALTH PROTECTION Pankl Group's strategy is to ensure safety at work and health of its employees in the best possible and long-term manner. That is why, in occupational safety, all employees at every level as well as external companies are sen- sitised and trained on this topic, more than required by legal regulations. This is intended to create awareness of operational risks. Regarding employee protection and the health of employees, options are also constantly being improved to make employees aware of the importance of these areas and thus ensure the health of all employees. 3.8 To provide universal health coverage, including protection against financial risks, access to quality essen- tial health services and access to safe, effective, quality, and affordable essential medicines and vaccines for all 3.9 By 2030, to significantly reduce deaths and illnesses from hazardous chemicals and pollution and conta- mination of air, water, and soil RELATED SDGs 51

SOCIAL SUSTAINABILITY ASPECTS – EMPLOYEES The “Safety Walk & Talk” was introduced in 2022. In this project, selected managers deal with the topics of personal protective equipment, cleanliness and order, ergonomics, and psychological stress in the workplace. The project consists of quarterly visits by managers to pre-defined workplaces. The aim is to have a direct conversation with the production emp- loyees about the specified key topics. The presence of managers on site also conveys the high value of this topic to the employees. A very positive develop- ment was noticed in 2023. On the one hand, through the increasing trust of employees in open communi- cation, on the other hand, managers gain insights into every area and the different ways of working. As part of the onboarding process, PARS and SHW employees are introduced to the topic of occupa- tional safety through awareness-raising training. Training courses on safety instructions, night work, cooling lubricants and other dangerous working ma- terials were also rolled out. In addition, video spots on various safety topics and the protection of equipment are shown on the information screens in the Austrian production sites at PARS. With the Pankl Protected project, Pankl Group has launched an intensive training campaign together with the General Accident Insurance Institute (AUVA). The relevant topic blocks are divided for production team leaders, employee team leaders, department heads, production managers and operations ma- nagers. In addition to raising awareness, the aim is, among other things, to increase basic knowledge, get to know internal processes, increase personal re- sponsibility, and reduce accidents at work. Last but not least, this allows security professionals to receive the best possible support. The training series is re- peated every two to three years. 53

SOCIAL SUSTAINABILITY ASPECTS – EMPLOYEES TRAINING AND EDUCATION GRI 404 Investing in highly qualified personnel is a strategic investment in the future of the Company. In addition to the appreciation that is expressed to employees, investments in training and further education also increase employee motivation and morale and improve employee performance. One can strategically address weaknesses and close knowledge gaps, thereby keeping specialist knowledge up to date. Employees can learn new skills that improve their performance and even achieve new results, which in turn also benefits the Company. MAJOR IMPACTS Strategic personnel development is an essential aspect for Pankl Group. In this way, it binds employees to the Company for the long term and offers them prospects for further development within the Company. On the one hand, this is an opportunity for the employees and the Company, and on the other hand, it also reduces the risks of fluctuation. With a wide range of training and support programmes, employees are kept up to date and prepared for professional challenges. RISKS AND OPPORTUNITIES TRAINING AND EDUCATION STRATEGIES Pankl Group's strategy is the individual and continuous support and development of all employees. This should also lead to keeping employees in the Company in the long term. The training of apprentices is another essential component of Pankl Group's personnel strategy. That is why PARS is currently investing about EUR 18m in the construction of the new Pankl Academy in Kapfenberg. This creates the conditions to further expand the number of apprentices. A key goal is to continue to employ apprentices in Pankl Group after their graduation. In this way, the Company secures the need for skilled workers and at the same time helps to enable young people to have a successful start to their professional lives. The basic training for all technical apprenticeships and special training is carried out at the Pankl Academy, enabling future skilled workers to get to know the Company and its operations in the best possible way. RELATED SDGs tertiary education, including university education vocational skills, for employment, decent work, and entrepreneurship 4.3 By 2030, to ensure equal access for all women and men to affordable and high-quality technical, vocational, and 4.4 By 2030, to substantially increase the number of persons who have the appropriate skills, including technical and 4.5 By 2030, to eliminate gender disparities in education and ensure equal access to all levels of education and trai- ning for the vulnerable in society, including people with disabilities, members of indigenous communities, and children in vulnerable situations 4.7 By 2030, to ensure that all trainees acquire the necessary knowledge and skills to promote sustainable develop- ment, including through an understanding of sustainable development and lifestyles, human rights, gender equa- lity, a culture of peace and non-violence, global citizenship and the appreciation of cultural diversity, and contri- bution of culture to sustainable development. 55

SOCIAL SUSTAINABILITY ASPECTS – EMPLOYEES To better demonstrate the benefits of a technical apprenticeship, PARS organises an open training workshop day twice a year, where the apprentices- hips on offer are presented. In addition to a tour of the Company, visitors get an overview of the activi- ties of the respective apprenticeships. To prepare for vocational school, Pankl offers all new apprentices subject-specific support lessons CAREER THROUGH APPRENTICESHIP and co-operates with the respective schools in all matters. The co-operation takes place via tours of the school classes through the Company and invita- tions to the training workshop. At Pankl Automotive Slovakia, students receive special support with their final theses. SHW takes part in training fairs across locations and offers school leavers the opportunity to gain an insight into the working world of SHW. Different apprenticeship initiatives are supported at Krenhof Köflach. An apprentice gala took place in 2023. Parents' days and team building events also take place regularly. There is membership at and co- operation with the Styrian Training Association. PARS apprentices who have successfully com- pleted their apprenticeship are given a guarantee of employment. If apprentices are interested in an apprenticeship with a high school diploma, this is possible with the support of Pankl Group at the Aus- trian Economic Development Institute (WIFI). Two students from the Joanneum Aviation University of Applied Sciences in Graz are currently working at Pankl Aerospace Systems in California for seven months as part of their internship in their master's degree. After completing their studies in summer 2024, they will work at Pankl Aerospace Systems for three to five years. KEY FIGURES AND GOALS In 2023, employees at the Austrian locations completed a total of 2,528 training days. The investment costs in training and further education were about EUR 417k in Austria in 2023. At SHW, 1,904 training days were completed at the Ger- man locations and around EUR 692k were invested in training and further education in Germany. There is also a detailed table on training and further education in the appendix. Per 31 December 2023, 238 apprentices were employed in Pankl Group, including seven apprentices from Spain in PARS. Training took place in eleven apprenticeships. In the 2023 fiscal year, about 18% of female and around 82% of male apprentices were in an apprenticeship, of which around 92% were in the technical area and around 8% in commercial areas. In addition to the milestone of opening the Pankl Academy in Kapfenberg in spring 2025, the PARS e-learning tool will be further expanded in 2024. Krenhof Köflach will get access to the tool in spring 2024. Furthermore, it is planned to introduce the same e-learning tool in SHW Germany. It will then be rolled out for worldwide use. In addition, simplified training courses for production employees will be made available in the coming years. This encourages employees and gives them the opportunity to further their training through internal qualifications. The PARS leadership program is to be expanded worldwide in the coming year. This also gives employees at internatio- nal locations the opportunity to develop into managers. 57

SOCIAL SUSTAINABILITY ASPECTS – EMPLOYEES RELATED SDGs roles at all levels of decision-making in political, economic, and public life including by focusing on high value-added and labour-intensive sectors 5.1 To end all forms of discrimination against women and girls 5.5 To ensure the full and effective participation of women and their equal opportunities to assume leadership 8.2 To achieve higher economic productivity through diversification, technological upgrading and innovation, 10.2 By 2030, to empower all people regardless of age, gender, disability, race, ethnicity, origin, religion or econo- SOZIALE NACHHALTIGKEITSASPEKTE – MITARBEITER 10.3 To ensure equal opportunities and reduce inequality of outcomes, including by eliminating discriminatory laws, policies and practices and promoting appropriate legislative, policy and other measures in this regard mic or other status and promote their social, economic and political inclusion To facilitate team structure and communication among each other, Pankl Group offers employees multilingual Company documents and language courses (espe- cially in the German language) within the Company. Pankl Group co-operates with the CINT platform, which supports international employees with questi- ons about living and working in Styria. Pankl Group particularly supports Spanish skilled wor- kers who find work in the Austrian and German loca- tions of Pankl Group as part of the Talents for Europe project. Pankl Group offers these employees German courses to make integration easier and supports them in finding accommodation. Pankl Group supports women and girls so that they can become enthusiastic about technical careers; TAKING MEASURES AND FURTHER EXPLANATIONS Pankl took part in “Girlsday 2023”. Every year, a cam- paign for International Women's Day is launched on the Pankl Group's digital channels. The Company and a potential career in the Pankl Group are presented to women. In addition, PARS is represented at the “female future” career and education day organised specifically for women at the Joanneum University of Applied Scien- ces in Kapfenberg. In Ontario, where SHW Canada is based, there will be a new legal regulation in 2025 that will require compa- nies to create disabled access in the company. Emp- loyees must be trained on how to deal with people with disabilities, which is why Accessibility Ontario Training (AODA) was started at the Canada location in 2023. KEY FIGURES AND GOALS Pankl Group is very international. In 2023, PARS employed 2,423 people from 55 nations worldwide (2022: 49 nati- ons); SHW employed 1,945 people worldwide from 44 nations in Germany (2022: 43 nations). The holding company, Pankl AG, had 5 employees working in Austria as of the 2023 reporting date. In 2023, the proportion of women in the Pankl Group was about 24%. The global median age was 39 years. Pankl Group's goal is to continue to be considered a fair and secure employer in the future. That is why it is import- ant to continue to pursue strong goals in the areas of diversity and equal opportunities in the coming years. Above all, Pankl Group wants to continue to encourage part-time workers, especially mothers, into leadership roles. Young fathers should also be able to spend time with their children. Pankl Group therefore also promotes paternity leave and part-time models for male employees. Another goal of Pankl Group is to further increase the proportion of women in the Company. In 2024, Pankl Group will continue to offer various language courses for foreign employees and promote the integra- tion of international specialists. 59

SOCIAL ASPECTS – GENERAL SHW for all employees concerned. This training must be completed once a year. Opportunities for attacks are increasing, which is why increased attention has been paid to training and further education of employees in recent ye- ars. In addition to digital training, personal trai- ning was also held. In 2023, a revised version of the common training concept for data protection, information security and cybersecurity was rolled out for all employees within the EU. A guideline for the compliant use of AI systems has already been implemented in PARS. and behaviour-based technologies to detect mal- ware help to control the increasing threats to IT systems. At the same time, existing systems are checked for vulnerabilities through regular internal and external penetration tests. The “patching” of known security gaps is ensured by the update pro- cesses used. All these precautions are checked for effectiveness through regular external security tests and audits. Deviations are dealt with in the Company's internal risk management and appropriate measures are derived. In addition, every employee can report potential security incidents via a central email address. It is also possible to report incidents anonymously via Pankl Group's whistleblowing platform (https:// pankl.integrityline.com/frontpage), which is also available to external persons from 1 January 2024. Compliance with the applicable data protection re- gulations is ensured by external audits every three years in Group companies based in the EU. The sum of systems, measures and processes prevents data breaches and therefore also prevents any re- sulting financial damage. The use of “state-of-the-art systems” to actively defend against attacks and the use of AI-based KEY FIGURES AND GOALS A total of 1,874 employees of Pankl Group (PARS locations in Kapfenberg and Bruck an der Mur as well as Ger- man SHW locations) were trained in data protection. Of these, 97% SHW employees and 91% PARS employees completed the training. Around 98% of SHW employees at the German locations were trained in IT security. Around 60% were trained at PARS (Kapfenberg and Bruck an der Mur locations). There were no data protection complaints at PARS in 2023. At SHW, one reportable event was notified to the data protection supervisory authority in Stuttgart in 2023. DATA PROTECTION GOALS The goal of Pankl Group is to create awareness among employees. This goal is to be introduced through annual training courses as well as the implementation of further training courses and the introduction of process definitions in 2024. At SHW, data protection training will also be available for non-desk workers in 2024. Pankl Group has also set itself the goal of expanding the data protection management system and continuing the audits in a three-year cycle. Furthermore, the switch to new software for the processing directory and its ongoing updating is one of the goals for 2024. Information security goals for 2024 are to actively expand the Tisax project management and to implement a com- prehensible, ongoing information security risk management. INFORMATION SECURITY GOALS A guideline for the compliant use of AI systems is also to be rolled out in SHW in 2024. CYBERSECURITY GOALS 61

GOVERNANCE ASPECTS TAKING MEASURES AND FURTHER EXPLANATIONS In 2023, Pankl Group started an internal company pro- ject before the German Supply Chain Due Diligence Act comes into force. An in-house risk analysis was carried out, which is updated at regular intervals. In 2023, Pankl Group also published a policy statement on compliance with human rights and a whistleblower policy. These guidelines are also available on the Pankl Group website and the whistleblowing system page. In addition, a separate complaints procedure was in- troduced, and the whistleblowing platform was rolled out worldwide and is publicly accessible on the Pankl Group website. Another measure was the appointment of a human rights officer in both PARS and SHW. In 2023, 3,374 suppliers were informed about Pankl Group's updated Code of Conduct. Pankl Group has set a new guideline for sustainable procurement as its goal for 2024. In addition, a comprehensive supply chain report with key figures will be produced for the first time in 2024. KEY FIGURES AND GOALS CORRUPTION AND BRIBERY GRI 414 MAJOR IMPACTS The goal of compliance is to ensure adherence with legal regulations as well as internal company guidelines and specifications. This is intended to minimise legal risks (preventatively) and to preserve the Company's reputation, integrity, and credibility. Internal company measures, such as the publication and regular updating of the Code of Conduct as well as employee training, are intended to ensure responsible interaction with one another and econo- mic, social, and environmentally conscious actions within Pankl Group. Compliance with the law, honesty, ethics, morals, reliability, respect, and trust form the foundation and universal basis of all co-operation and good business relationships. Through monitoring and control mechanisms, any violations of laws or guidelines can be identified, clarified and, if necessary, sanctioned as quickly as possible to limit possible damage as much as possible. Emp- loyees are also encouraged to report potential violations (anonymously) via the Company's internal whistleblower system and thus make a valuable contribution. 63

GOVERNANCE ASPECTS TAKING MEASURES AND FURTHER EXPLANATIONS Guidelines established ethical and legal standards. The Code of Conduct defines rules and behaviour in, among other things, money laundering and terrorist financing, con- flicts of interest, political activities, and other areas such as fair competition and the ban on cartels. A separate guideline for accepting benefits and gifts was also created in 2023 and published at Pankl AG level. This describes the internal business ethical obligations and defines behaviour when accepting gifts and invitations. Both the Code of Conduct and the guidelines for accepting benefits and gifts have been approved by the Management Board of Pankl Group and apply throughout the Group and worldwide. The whistleblower policy, published in 2023, sets out how employees and other stakeholders can confidentially and anonymously re- port incidents and grievances, particularly in relation to corruption, bribery, and competition law. The poli- cy also defines the handling of such cases and provi- des special protection for whistleblowers against any form of retaliation. In addition, Pankl Group published a policy statement on compliance with human rights in 2023. These gui- delines are also available on the Pankl Group website and the global whistleblowing system page. Whistleblowing and Complaint Procedure also applies if the person providing the information acted in good faith and the reported fact turned out to be untrue. Anyone who retaliates against a bona fide reporter will be subject to disciplinary action, including termination. With the German Supply Chain Due Diligence Act coming into force, Pankl Group has expanded the “Integrityline Platform” to include a complaint procedure for the early reporting and detection of misconduct worldwide and made it publicly ac- cessible. To take preventative measures to avoid or reduce major financial losses or reputational da- mage, timely notification is crucial. 65 Pankl Group has a zero-tolerance policy regarding bribery, fraud, theft, and all other forms of corruption. Based on this policy, Pankl Group undertakes to de- tect any potential policy violations, investigate any non-compliance, and determine appropriate measu- res or sanctions for the individuals involved. The integrity of the employees is the basis for the trust that business partners, suppliers, customers, and consultants place in Pankl Group. To make this commitment to business integ- rity clear, Pankl Group completely revised the Code of Conduct of its two subsidia- ries, Pankl Racing Systems AG and SHW AG, in 2023 and raised it to the level of the parent company Pankl AG. It is avai- lable in seven languages on the Pankl AG homepage. The Code of Conduct consi- ders the required standards of the Pankl Group as well as the high expectations of its stake- holders. The Code of Conduct expresses the values of Pankl Group and defines the responsible manner of forming business relationships with particular at- tention to ethical and legal standards. The Code of Conduct applies to all employees, ma- nagers, and board members as well as to all busi- ness partners, suppliers, customers, and consultants across the Group and worldwide. Everyone must re- spect the values of Pankl Group and comply with the At the end of 2021, Pankl Group introduced an internal whistleblowing system, the so-called “In- tegrity Platform” for (anonymous) reporting of grie- vances. If potential or actual misconduct or violations of the Code of Conduct or legal regulations are identified, this should be reported via the anonymous whistle- blowing system. It doesn’t matter who commits or has committed such violations. Employees, managers, or board members who report via the whistleblowing system do not have to fear any retaliation or adverse consequences regarding their employment in Pankl Group. This

GOVERNANCE ASPECTS KEY FIGURES AND GOALS In 2023, 2,357 Pankl Group employees were trained on the Code of Conduct and business ethics inclu- ding 140 managers. 88% of this number were PARS employees and around 12% SHW employees. All board and supervisory board members were also trained. In addition, around 52% of PARS emp- loyees were trained on competition law and around 87% on the subject of accepting benefits and gifts. There were no relevant violations of compliance gui- delines within Pankl Group in the 2023 fiscal year. An overview in table form can be found in the ap- pendix. The goal of Pankl Group is to maintain a mo- dern compliance system and to further improve and review these high standards regarding the Supply Chain Due Diligence Act in 2024. If gaps arise, they will be closed as best and as quickly as possible. Also planned for 2024 is the further promotion of awareness of ethical values and principles. Con- sistently conducting training on individual business ethics topics is an effective tool for this. To this end, the training on sustainability introduced in 2023 will be carried out annually by all employees. The Group's efforts to promote a culture of integrity and transparency will continue intensively in the future. 67

SHW AG Gesamt Scope 1 Scope 2* Scope 3 Gesamt Stationary combustion Mobile combustion Fugitive emissions Gesamt Electricity Steam and heat Gesamt Purchased goods and services Fuel- and energy-related emissions Transport and distribution (upstream) Waste Business travel Employee commutes *Marked based calculation ENERGY MIX [GWh] GRI 302 Pankl AG Gesamt Electricity Melting coke Natural gas District heat Diesel Petrol Pankl Racing Systems AG Gesamt Electricity Melting coke Natural gas District heat Diesel Petrol SHW AG Gesamt Electricity Melting coke Natural gas District heat Diesel Petrol APPENDIX 2023 2022 121,017 137,134 29,754 29,320 36,554 35,717 434 - 1,396 1,224 173 89,866 78,205 4,724 1,723 3,553 240 1,421 314 523 21,205 21,100 105 79,285 41,591 9,817 5.323 19,478 162.63 3,003 2023 2022 2021 269.28 140.25 78.64 45.53 2.19 1.96 0.71 2023 81.95 61.7 - 17.7 1.17 0.91 0.47 2023 266.41 136.52 78.77 46.7 1.71 1,7 1 2022 81.5 60.55 - 18.11 1.16 0.91 0.77 2022 266.05 130 80.4 50.2 1.3 1.5 0.6 2021 75.87 54.7 - 18.8 1.25 0.65 0.47 2021 187.06 184.79 190,66 78.5 78.6 27.8 1.0 1.0 0.2 75.9 78.8 28.6 0.5 0.8 0.2 75.2 80.4 31.3 2.7 0.9 0.1 69

METAL RECYCLING [t] GRI 301 Total USE OF RECYCLED MATERIAL [t] GRI 301-2 Total Aluminium Steel Copper WASTE [t] GRI 306 Pankl AG Non-hazardous waste total Hazardous waste total Metal waste Aluminium waste Waste for disposal Waste for recycling Toxic waste Pankl Racings Systems AG Non-hazardous waste total Hazardous waste total Metal waste Aluminium waste Waste for disposal Waste for recycling Toxic waste SHW AG Non-hazardous waste total Hazardous waste total Metal waste Aluminium waste Waste for disposal Waste for recycling Toxic waste APPENDIX-KEY FIGURES PARS 2023 SHW 2023 Pankl AG 2023 10,589 9,378 17,520 PARS 2023 27,709 1,834 25,863 12 SHW 2023 Pankl AG 2023 49,734 3,247 46,487 - 77,443 5,081 72,350 12 2023* 32,300 3,815 172 4 23,180 8,942 3,815 2023* 614 1,881 48 4 27 535 1,881 2023* 31,686 1,934 124 - 23,154 8,408 1,934 2022 23,443 28,913 15,063 572 25,317 7,808 3,596 2022 14,288 3,312 13.514 517 1,697 257 1,614 2022 9,155 25,602 1,549 55 23,620 7,551 1,982 2021 49,837 5,298 20,914 775 1,619 28,148 3,678 2021 - - - - - - - 2021 - - - - - - - *Metal scrap is categorized under metal recycling and was not included in the waste reports. 71

EMPLOYEES BY CONTINENT GRI 102-8 Total Austria Germany Europe (exkl. AT/DE) Asia North America South America Ø Age by continent Ø Total age Austria Germany Europe (exkl. AT/DE) Asia North America South America MANAGEMENT AND SUPERVISORY BOARD GRI 405-1 Management and supervisory board Male in % Female in % <30 years in % 30-50 years in % >50 years in % Management board Male in % Female in % <30 years in % 30-50 years in % >50 years in % Supervisory board Male in % Female in % <30 years in % 30-50 years in % >50 years in % APPENDIX-KEY FIGURES SHW 2023 1,945 - 1703 76 104 38 24 3 7 - 43 39 3 6 38 30 SHW 2023 9 89 11 - 11 89 3 100 - - 33 67 6 83 17 - - Pankl AG 2022 4,365 2021 3,918 3 8 - - - - - - Pankl AG 2022 8 100 - - - 100 3 100 - - - 100 5 100 - - - - - - - - - - 2021 8 100 - - - 100 3 100 - - - 100 5 100 - - - 2023 4,373 1,618 1738 462 234 297 24 3 9 41 41 41 39 41 30 2023 9 100 - - 11 89 4 100 - - 25 75 5 100 - - - 100 100 100 100 73 PARS 2023 2,423 1,613 35 386 130 259 - 4 1 3 5 39 43 4 1 45 - PARS 2023 10 100 - - 40 60 4 100 - - 50 50 6 100 - - 33 67

APPENDIX-KEY FIGURES WORK-RELATED INJURIES GRI 403-9 Employees PARS 2023 SHW 2023 Pankl AG 2023 2022 2021 Calculation basis (hours worked) 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Productive hours (excl. temporary and leased workers) 3,996,206 2,491,930 6,488,136 5,618,500 3,753,224 Number of work-related fatalities Rate of work-related fatalities Number of work-related injuries with serious conse- quences (excluding fatalities) (i.e., accidents with ex- pected recovery time > 6 months) - - 1 Rate of work-related injuries with severe consequences 25.02 Number of documented work-related injuries 112 - - - - 181 - - 1 - - 3 - - 3 15.41 53.40 79.93 293 232 168 Injury rate (rounded) 28.03 72.63 45.16 41.29 44.76 Total work-related injuries with lost days (1 day or more) 59 52 111 91 74 LTIFR (Lost-Time Injury Frequency Rate) 14.76 20.87 17.11 16.20 19.72 Number of work-related accidents subject to registration by accident type Ligament injur Fracture Bruise Contusion Cut Strain Other injuries Dislocation Eye injury Number of occupational accidents by cause/inducer Working materials / sharp & pointed object Fall & fall of persons Attention, tripping, twisting Falling and toppling of objects Personal protective equipment (non-use, incorrect use, etc.) Work equipment / mechanical equipment Work equipment / handling of hand tools Accident while travelling 5 2 13 21 25 3 29 4 8 16 4 14 12 6 16 28 8 7 4 45 29 50 5 39 - 13 135 - 45 14 15 59 94 12 12 6 58 50 75 8 68 4 21 151 4 59 26 28 75 122 32 6 8 39 22 31 7 23 - - 4 4 32 45 6 10 13 7 8 8 29 14 16 6 6 - - 5 3 30 36 3 9 12 7 75

APPENDIX-KEY FIGURES ANTI-CORRUPTION GRI 205-2 Information of employees about anti-corruption (e.g. handing out code of conduct, information brochu- res, information e-mails) Persons informed about anti-corruption Persons informed about anti-corruption Proportion in % Employees by employee category Blue-collar workers (incl. apprentices) total Blue-collar workers in % White-collar workers (incl. apprentices) White-collar workers in % Managers total Managers in % Executive Board and Supervisory Board Management Board and Supervisory Board in % Anti-corruption training (e.g., e-learning or classroom training) Total persons with anti-corruption training Persons with anti-corruption training Proportion in % Employees by employee category Blue-collar workers (incl. apprentices) total Blue-collar workers in % White-collar workers (incl. apprentices) White-collar workers in % Managers total Managers in % Executive Board and Supervisory Board Management Board and Supervisory Board in % ANTI-CORRUPTION TRAININGS BY CONTINENT GRI 205-2 Employees with anti-corruption training Austria Germany Europe (exkl. AT/DE) Asia North America South America PARS 2023 SHW 2023 Pankl AG 2023 2022 2021 2,399 98.9 1,498 97.6 762 100 129 100 10 100 2.275 93.8 1,388 90.5 754 99.0 123 95.3 10 100 226 12.2 67 7.5 129 15.4 21 16.8 9 100 226 12.2 67 7.5 129 15.4 21 16.8 9 100 PARS 2023 2,393 1,584 35 385 130 259 - 2,611 61.0 1,565 64.6 898 56.0 154 59.9 9 100 2.487 58.1 1,455 60.0 885 55.2 147 57.2 9 100 SHW 2023 226 - 226 - - - - 553 14.92 309 14.91 159 11.77 73 25.89 8 100 541 14.60 1,184 28.50 753 32.39 352 24.17 79 21.17 8 100 670 16.13 445 19,14 181 12.43 44 1.79 - - Pankl AG 2023 2,624 1,589 261 385 130 259 - 2022 599 470 - - 129 - - 77

APPENDIX-KEY FIGURES / TAXONOMY Criteria for a material contribution DNSH criteria ("no major adverse impacts") TAXONOMY REVENUE ) 4 ( 3 2 0 2 n i n o i t r o p s e u n e v e R ) 5 ( n o i t a g i t i m e g n a h c e t a m i l C ) 6 ( n o i t a t p a d a e g n a h c e t a m i l C ) 7 ( r e t a W ) 8 ( n o i t u l l o P ) 9 ( y m o n o c e r a u c r i C l ) 0 1 ( y t i s r e v d o B i i ) 1 1 ( n o i t a g i t i m e g n a h c e t a m i l C ) 2 1 ( n o i t a t p a d a e g n a h c e t a m i l C ) 3 1 ( r e t a W ) 4 1 ( n o i t u l l o P ) 5 1 ( y m o n o c e r a u c r i C l ) 6 1 ( y t i s r e v d o B i i ) 7 1 ( n o i t c e t o r p m u m n M i i ) . 2 . A l ( e b g i i l e r o ) . 1 . A i ( g n m r o f n o c y m o n o x a T ) 8 1 ( 2 2 0 2 r a e y , n o i t r o p s e u n e v e r ) 9 1 ( s e i t i v i t c a g n i l b a n e y r o g e t a C ) 0 2 ( s e i t i v i t c a y r o t i s n a r t y r o g e t a C Year ) 3 ( s e u n e v e r s e a s l a t o T l ) 2 ( ) s ( e d o C EUR % Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E T Fiscal year 2023 ) 1 ( s e i t i v i t c a c m o n o c E i Text A. TAXONOMY-ELIGIBLE ACTIVITIES A.1 Environmentally sustainable activities (taxonomy-conforming) Revenues from environmentally sustainable activities (taxonomy conforming) of which enabling activities of which transitory activities 0 0% A.2 Taxonomy-eligible, but not environmentally sustainable activities (non-taxonomy-conforming activities) 3.18. Manufacture of automotive and mobility components 3.21. Manufacture of aircraft CCM 3.18 892,639,579.63 CCM 3.21 40,410,269.26 95% 4% EL EL N/EL N/EL N/EL N/EL N/EL N/EL N/EL N/EL N/EL N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL N/A* N/A* Taxonomy-eligible revenues from not environmentally sustainable activities (non-taxonomy-conforming activities) (A.2) Total (A.1 + A.2) B. NON-TAXONOMY-ELIGIBLE ACTIVITIES 933,049,848.89 100% 933,049,848.89 100% Revenues from non-taxonomy-eligible activities (B) 3,142,000.00 0% Total 936,191,848.89 100% Portion of total revenues Taxonomy conforming per target Taxonomy eligible per target CCM CCA WTR CE PPC BIO - - - - - - 100% - - - - - Fiscal year 2023 Year Criteria for a material contribution DNSH criteria ("no major adverse impacts") ) 1 ( s e i t i v i t c a c m o n o c E i ) 2 ( ) s ( e d o C ) 3 ( x e p a C ) 4 ( 3 2 0 2 n o i t r o p x e p a C ) 5 ( n o i t a g i t i m e g n a h c e t a m i l C ) 6 ( n o i t a t p a d a e g n a h c e t a m i l C ) 7 ( r e t a W ) 8 ( n o i t u l l o P ) 9 ( y m o n o c e r a u c r i C l ) 0 1 ( y t i s r e v d o B i i ) 1 1 ( n o i t a g i t i m e g n a h c e t a m i l C ) 2 1 ( n o i t a t p a d a e g n a h c e t a m i l C ) 3 1 ( r e t a W ) 4 1 ( n o i t u l l o P ) 5 1 ( y m o n o c e r a u c r i C l ) 6 1 ( y t i s r e v d o B i i ) 7 1 ( n o i t c e t o r p m u m n M i i ) . . 2 A l ( e b g i i l e r o ) . . 1 A i ( g n m r o f n o c - y m o n o x a T ) 8 1 ( 2 2 0 2 r a e y , n o i t r o p x e p a c CAPEX ) 9 1 ( s e i t i v i t c a g n i l b a n e y r o g e t a C ) 0 2 ( s e i t i v i t c a y r o t i s n a r t y r o g e t a C Text EUR % J; N; N/EL J; N; N/EL J; N; N/EL J; N; N/EL J; N; N/EL J; N; N/EL J/N J/N J/N J/N J/N J/N J/N % E T A. TAXONOMY-ELIGIBLE ACTIVITIES A.1 Environmentally sustainable activities (taxonomy-conforming) Capex of environmentally sustainable activities (taxonomy-conforming) (A.1) of which enabling activities of which transitory activities 0 0% A.2. Taxonomy eligible but environmentally non-sustainable activities (taxonomy non-conforming) 3.18. Manufacture of automotive and mobility components 3.21. Manufacture of aircraft 6.5. Transport with motorcycles, cars and light commercial vehicles CCM 3.18 26,494,136.56 CCM 3.21 6,639,222.38 CCM 6.5 741,461.50 38% 10% 1% EL EL EL N/EL N/EL N/EL N/EL N/EL N/EL N/EL N/EL N/EL N/EL N/EL N/EL N/EL N/EL N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL EL; N/EL N/A* N/A* N/A* Capex of taxonomy eligible but not environmentally sustai- nable activities (taxonomy non-conforming) (A.2) A. CapEx of taxonomy-eligible activities (A.1 + A.2) 33,874,820.44 49% B. NON-TAXONOMY-ELIGIBLE ACTIVITIES Total non-taxonomy-eligible capex Total 35,730,022.79 69,604,843.23 51% 100% Capex share / total capex Taxonomy conforming per target Taxonomy eligible per target CCM CCA WTR CE PPC BIO - - - - - - 49% - - - - - 79

APPENDIX-TAXONOMY / GRI INDEX GRI INDEX DECLARATION OF APPLICATION Pankl AG has reported the information specified in this GRI content index for the period from 1 January 2023 to 31 December 2023 with reference to the GRI Standards. GRI Standard Notes Pages in this report USED GRI: BASELINE 2021 2-1 Organisational details 2-3 Reporting period, frequency and contact point 2-5 External assurance 2-6 Activities, value chain and other business relationships 2-7 Employees GRI 2: General Disclosures 2021 2-9 Governance structure and composition 2-10 Nomination and selection of the highest governance body 2-11 Chair of the highest governance body 2-23 Policy commitments 2-24 Embedding policy commitments 2-27 Compliance with laws and regulations 2-30 Collective bargaining agreements 3-1 Process to determine material topics GRI 3: Material Topics 2021 3-2 List of material topics GRI 201: Economic Performance 2016 3-3 Management of material topics 201-1 Direct economic value generated and distributed 201-2 Financial implications and other risks and opportunities due to climate change 205-1 Operations assessed for risks related to corruption 6-10 2, 85 85 4, 7, 9 48, 72 10 10 10 65, 77-78 11, 65, 77-78 11, 62, 77-78 73 14 15 14-15 6 22-23 8 GRI 205: Anti-corruption2016 205-2 Communication and training about anti-corruption policies and procedures 11, 63, 66, 77 GRI 206: Anti-competitive Behaviour 2016 205-3 Confirmed incidents of corruption and actions taken 206-1 Legal actions for anti-competitive behaviour, anti-trust, and monopoly practices GRI 301: Materials 2016 GRI 302: Energy 2016 301-1 Materials used by weight or volume 301-2 Recycled input materials used 302-1 Energy consumption within the organisation 302-4 Reduction of energy consumption GRI 304: Biodiversity 2016 304-3 Habitats protected or restored 302-5 Reduction in energy requirements of products and services 305-1 Direct (Scope 1) GHG emissions 305-2 Energy indirect (Scope 2) GHG emissions GRI 305: Emissions 2016 305-3 Other indirect (Scope 3) GHG emissions 305-4 GHG emissions intensity 305-5 Reduction of GHG emissions GRI 306: Waste 2020 306-3 Waste generated 306-1 Waste generation and significant waste-related impacts GRI 401: Employment 2016 401-3 Parental leave 401-1 New employee hires and employee turnover 78 63, 66 39, 70 47, 71 32-37 26, 37, 70 46, 70 25 29, 68-69 29, 68-69 29, 68-69 29 29, 68-69 40-44 44, 71 74 74 81

APPENDIX-GRI INDEX / ABOUT THIS REPORT / IMPORTANT LINKS PANKL AG https://pankl.com/en/ PIERER INDUSTRIE AG https://www.piererindustrie.at/en/home/ PANKL RACING SYSTEMS AG https://pankl.com/racing/en/ SHW AG https://www.shw.de/en/home/ CODE OF CONDUCT OF PANKL AG FOR BUSINESS PARTNERS https://pankl.com/en/code-of-conduct/ SUSTAINABILITY REPORT OF PANKL AG https://pankl.com/en/sustainability/downloads/ WHISTLEBLOWER SYSTEM https://pankl.integrityline.com/frontpage GLOBAL REPORTING INDEX https://www.globalreporting.org/ CONVENTION OF THE INTERNATIONAL LABOUR ORGANISATION C138 https://www.ilo.org/dyn/normlex/en/f?p=NORMLEXPUB:12100:0::NO::P12100_ILO_CODE:C138 CONVENTION OF THE INTERNATIONAL LABOUR ORGANISATION C182 https://www.ilo.org/dyn/normlex/en/f?p=NORMLEXPUB:12100:0::NO::P12100_ILO_CODE:C182 PROVISIONS OF THE CORE LABOUR STANDARDS OF THE INTERNATIONAL LABOUR ORGANISATION https://www.ilo.org/berlin/arbeits-und-standards/kernarbeitsnormen/lang--de/index.htm 83