Sustainability Report

Editorial

Sustainability as a driver of economic value

GF’s business model, as a pure-play flow solutions company, is inherently linked to sustainability, enabling water conservation and energy efficiency. GF views addressing these global challenges as catalyst for innovation, competitiveness and long-term profitability.

Driving sustainable impact from the core of our business

By embedding sustainability into daily operations, GF clearly demonstrates its ambition to lead globally in the Flow Solutions business, while delivering measurable social and environmental benefits. Value is created when sustainability is built into our operating model, for example by reducing waste, optimizing logistics and designing products for reuse. The greatest impact is achieved where innovation and efficiency converge – improving environmental performance while lowering costs, and benefiting both the business and the planet.

OneGF: A unified team for sustainable solutions

Following the closing of the divestment of GF Machining Solutions and GF Casting Solutions, GF, has completed its transformation into a pure-play Flow Solutions company. By uniting skills and expertise across the organization, the company is strategically positioned to deliver sustainable impact through its products and solutions. GF demonstrates that addressing sustainability challenges, from water scarcity and urbanization to energy demand and industrial efficiency, not only drives business growth but also strengthens its customers’ sustainability impact.

GF delivers products and solutions that enhance the resilience of aging water infrastructure, support growing urbanization trends and energy needs, improve energy efficiency in buildings, and optimize industrial fluid handling to reduce water consumption and boost production efficiency.

Climate change is placing increasing pressure on global water systems, while Europe’s aging infrastructure loses approximately 25% of treated water before it reaches consumers, a challenge known as non-revenue water. These losses of clean, treated water exacerbate stress on municipal supplies and account for nearly one-third of global water consumption each year. Addressing such inefficiencies requires substantial investment, and GF’s technologies play a critical role in modernizing water infrastructure, enabling efficient distribution, conservation and advanced water management.

Increasing the use of renewable energy and enhancing energy efficiency remain central to GF’s strategy to reduce greenhouse gas emissions. In 2025, we significantly expanded the procurement of renewable electricity, resulting in 66% of GF’s electricity consumption was sourced from renewable energy. These actions represent a key milestone in GF’s decarbonization pathway and underscore our commitment to operating with a lower environmental footprint while strengthening the long-term resilience of our business.

Focus on people and performance

GF is proud to have met the majority of the sustainability targets set at the start of the 2020–2025 strategy cycle and through the Sustainability Framework 2025. The publication of its first Human Rights Report underlines a strong commitment to safeguarding employees and ensuring ethical practices across the organization. Sustainability is fully integrated into GF’s strategy, enabling the company to meet demanding regulations, achieve high ratings and continue creating lasting value for customers, communities and the planet.

Sincerely,

Andreas Müller Lindsay Zingg

CEO Chief Sustainability Officer

General disclosures

Introduction

Building on its 2024 pilot report aligned with the European Sustainability Reporting Standards (ESRS), Georg Fischer AG (GF) advanced its CSRD preparations in 2025 by conducting a comprehensive gap analysis to evaluate readiness for both general and specific ESRS disclosures. The analysis established a baseline of GF’s current sustainability measures and processes, enabling the Group Sustainability Team to identify gaps and formulate targeted recommendations. These efforts form the foundation of the disclosures presented in this year’s report.

In a further step, GF has enhanced the accessibility and transparency of the report by applying machine-readable XBRL tagging to its climate change disclosures, in line with the Swiss Ordinance on Climate Reporting (OR 964).

The six material topic standards covered in the report are:

ESRS 2 General disclosures
ESRS E1 Climate change
ESRS E3 Water and marine resources
ESRS E5 Resource use and circular economy
ESRS S1 Own workforce
ESRS G1 Business conduct

Unless stated otherwise, this report’s narrative and data refer to GF’s Flow Solutions business, excluding VAG.

Structure of the ESRS topics in the report

Each material topic chapter in the Environment, Social and Governance sections follows the structure outlined below:

Governance

In 2025, GF redesigned its sustainability governance to reinforce accountability and ownership of material topics, aligned with its strategic focus on Flow Solutions.

GF’s sustainability governance

Board level

The Board of Directors is GF’s highest governing body for sustainability, guiding strategic direction, and approving the annual Sustainability Report as well as major transactions and investments. It oversees the Executive Committee, which manages operations and drives strategic objectives. The Board of Directors also delegates specific business responsibilities to three committees:

Nomination and Sustainability Committee: Sustainability strategy and oversight

The Nomination and Sustainability Committee (NSC) advises the Board of Directors on GF’s sustainability strategy, including the setting of targets and key initiatives. It reviews the sustainability framework, assessing its scope, integration across the business and alignment with strategic objectives and partnerships. The Committee also evaluates benchmark comparisons with industry peers to ensure the company’s sustainability performance remains robust and competitive.

Audit Committee: Sustainability reporting oversight

The Audit Committee (AC) oversees the accuracy, completeness and reliability of sustainability figures, and monitors management’s compliance with applicable reporting standards, regulations and internal policies. It also reviews emerging regulatory and market developments affecting sustainability reporting and provides guidance on their implications. In addition, the Committee considers findings from Internal Audit and external assurance providers, ensuring that identified control gaps are addressed promptly and corrective actions are implemented.

Compensation Committee: Executive remuneration and sustainability

The Compensation Committee (CC) plays a key role in integrating sustainability into the company’s remuneration framework. It approves and recommends to the Board the design of both short-term and long-term incentive plans that incorporate relevant sustainability metrics, such as GHG emissions, workplace safety and the share of the product portfolio delivering social and environmental benefits.

Further details on the Board committees, their members, and meeting attendance can be found in the Corporate Governance Report.

Executive Committee

The Executive Committee (EC), in consultation with the Board of Directors, approves and drives GF’s sustainability program, and monitors progress on strategic objectives and sustainability-related impacts, risks and opportunities. The Chief Financial Officer (CFO) oversees the Sustainability Report process.

The Chief Sustainability Officer (CSO) keeps the EC informed on sustainability performance and, together with the Group Sustainability Team, participates in meetings to drive strategic and operational actions that ensure GF meets its sustainability objectives.

Group Sustainability Team

Led by the CSO and reporting to the CFO, the Group Sustainability Team drives GF’s sustainability strategy and engages stakeholders on material impacts, risks and opportunities (IROs). Its focus spans environmental reporting and net-zero roadmaps, embedding sustainability in business offerings, advancing human rights and governance, ensuring health and safety, and promoting operational sustainability and circularity. The team conducts regular performance reviews, supports regional teams in implementing the Sustainability Framework 2025, manages cross-functional projects, and ensures transparent reporting through the annual Sustainability Report and collaboration with ESG rating agencies and Investor Relations.

Operations Board

The Operations Board is responsible for the approval of regional and site-level sustainability targets, ensuring alignment with GF’s overall sustainability strategy and operational priorities. It provides oversight and strategic steering of sustainability initiatives across manufacturing, supply chain, and procurement, embedding sustainability considerations into core operational processes. In addition, the Operations Board monitors and enforces the harmonized application of GF standards for operational sustainability, safeguarding consistent implementation, compliance, and continuous improvement across all regions and sites.

Regional and local sustainability

Each GF region integrates sustainability into products and operations according to the Sustainability Framework 2025. Regional and local teams implement initiatives, track progress, and provide performance updates to the Group Sustainability Team while adapting global actions to local market needs, customer expectations and regulatory compliance.

For detailed information on the roles and responsibilities of the administrative, management and supervisory bodies; board composition (including gender representation and other aspects of diversity; the independence and number of executive and non-executive members; and the governance bodies’ oversight of sustainability matters, including how they are informed and how these matters were addressed during the reporting period, refer to the Corporate Governance Report, specifically the sections Boards of Directors, Diversity, Independence, and Nomination and Sustainability Committee.

Sustainability-linked incentives

To reflect the strategic importance of sustainability, GF links executive compensation to sustainability performance. The CC aligns incentive schemes with the objectives of the Sustainability Framework 2025, including product portfolio with social or environmental benefits, health and safety, and Scope 1 and 2 CO₂e reductions.

For detailed information on short-term incentive (STI) objectives, including goal weighting, the integration of sustainability-related performance in incentive schemes, sustainability objectives for the STI, individual objectives, and the weighting of business, sustainability and individual objectives, refer to the Compensation Report, sections: Short-term incentive, Sustainability objectives for the STI, Individual objectives for the STI and Weighting of the business, sustainability and individual objectives.

Sustainability risk management and internal controls

GF conducted an internal assessment to strengthen sustainability reporting controls across all levels of the organization. In 2025, the Internal Audit team, mandated by the AC, performed comprehensive on-site audits focusing on quantitative, target-relevant data. Key risks identified related to data completeness and accuracy, as well as the substitution of estimates with actual values. The audits resulted in several findings, with corrective actions agreed for implementation in 2025 and 2026.

The Internal Audit team continues to monitor sustainability reporting processes, including risk management, internal controls and improvement plans.

For further details on risk management, finance, controlling, sustainability and the Audit Committee, please refer to the Corporate Governance Report, sections Risk Management and Audit Committee, and to the Management Report, section GF’s organization. Information on the Annual Shareholders’ Meeting and internal controls over sustainability reporting is provided in the Corporate Governance Report, section Governance bodies.

Our strategy, business model and value chain

Sustainability Framework 2025

Sustainability Framework 2025: Delivery and impact

GF’s Sustainability Framework is an integral part of the Group’s overall strategy. In 2025, GF successfully delivered on the majority of all targets of its Sustainability Framework 2025, further reinforcing sustainability as a core pillar of the company’s strategic direction.

Throughout the framework period, GF expanded its portfolio of products delivering social and environmental benefits, reduced Scope 1 and 2 CO₂e emissions, and further reduce accident rate. Carbon-neutral operations were extended to the production sites in Sissach and Seewis (both in Switzerland), increasing the total number of carbon-neutral sites to twelve.

GF’s sustainability performance continued to receive strong external recognition. CDP once again awarded the Group an A score for transparency and climate action, while safety performance also improved further in 2025.

With the successful completion of the majority of the targets under Sustainability Framework 2025 and the launch of the new framework for 2030, GF has established a solid foundation to sustain progress and further raise its level of ambition. This provides clear direction and momentum for the continued growth of the Flow Solutions business, driven by sustainable innovation and operational excellence. The following sections of the Sustainability Report present GF’s performance against all targets of the Sustainability Framework 2025. In the 2025 reporting year, the SBT targets in the Sustainability 2025 framework were applied. From 2026 onwards, we will follow the targets set out in the 2030 framework.

Sustainability Framework 2030: Advancing ambition

Building on the strong progress and achievements of the Sustainability Framework 2025, GF has launched the Sustainability Framework 2030 as a focused evolution of its sustainability approach. Closely aligned with Strategy 2030, the framework is structured around four pillars: Products, Planet, People and the newly elevated Partnerships pillar, reflecting an increased emphasis on collaboration and value chain impact.

While many targets build on those set for 2025, the new framework extends the time horizon and sharpens ambition. It features stronger alignment with scientific guidance and business priorities, clearer accountability and a more focused set of KPIs. Each focus area is underpinned by a clear long-term ambition and nine quantitative targets, ensuring sustainability remains firmly embedded in GF’s business strategy.

For further details on GF’s Strategy 2030, see the Strategy section in Management Report.For more information on the key elements of the general strategy that relate to or affect sustainability matters, refer to the Management Report, section GF’s organization.

Product portfolio with social and/or environmental benefits

GF’s product portfolio plays a central role in its strategic framework, addressing key sustainability challenges while strengthening operational sustainability performance. Through its products and solutions, GF supports efficient and reliable systems that help companies and communities conserve resources, protect the environment, enhance safety and improve access to essential services.

Products with social and/or environmental benefits

GF defines products with social and/or environmental benefits as those whose intended use and core functionality demonstrably contribute to at least one defined social or environmental outcome, beyond compliance with legal minimum requirements.

These environmental and social benefits are generated either through sales into market segments with positive sustainability impacts such as water treatment or food and beverage, or through specific product clusters and applications that create value across both environmental and social dimensions.

Products with environmental benefits are solutions whose intended use and core functionality demonstrably reduce environmental impacts. These benefits are achieved through improved energy and resource efficiency, reduced greenhouse gas emissions, minimized losses such as leaks and non-revenue water, the use of durable and corrosion-free materials, and the incorporation of recycled or recyclable raw materials.

Products with social benefits are solutions whose intended use and core functionality demonstrably contribute to social well-being. These benefits arise from enabling safe and hygienic potable water, improving access to sanitation, preventing accidents and leaks, enhancing health and safety, and strengthening the reliability of critical infrastructure that supports communities and essential services.

Targets and performance

Product portfolio

Related SDGs	Target 2025		Status 2025	Progress in 2025

Sales with social or environmental benefits
		77% of sales with social or environmental benefits.		GF generated 77% of its sales from products or solutions that deliver social or environmental benefits. The company implemented various strategies, innovations aimed at enhancing the proportion of products and solutions that offer such benefits.

• Overachieved • Achieved • Not achieved

Customer industries served by GF

GF is committed to addressing the needs of its customers and taking into account their sustainability considerations. GF Industry and Infrastructure Flow Solutions serves a wide range of industries, including microelectronics, chemical processing, water, marine, data centers, food and beverage, energy and life sciences. Within its Infrastructure business, GF works with customers operating in water distribution, gas distribution as well as waste and stormwater management. GF Building Flow Solutions specializes in hot and cold-water supply and controls, heating and cooling systems, wastewater systems and multipurpose applications for all types of buildings, both new build and renovation projects.

For more information on sales by division and customer segment, refer to the Management Report, section 2025 key figures, and the Financial Report, section Net sales by customer segment.

Sustainability-related goals by division

GF Industry and Infrastructure Flow Solutions

GF Industry and Infrastructure Flow Solutions provides safe, leak-free, and sustainable systems for transporting fluids and gases. Its portfolio helps customers meet climate and sustainability goals by reducing energy use and GHG emissions, using sustainable materials, enhancing water efficiency, and ensuring long-lasting, reliable infrastructure that protects people and processes.

The division applies environmentally responsible practices across its operations and product lifecycles, improving energy efficiency, expanding the use of renewable energy, and optimizing water and waste management. Supported by Environmental Product Declarations (EPDs), these efforts reduce product carbon footprints, enhance customer value, and advance innovation and circularity.

Key sustainable product innovations in 2025

Quick Connect Valve 700: Fully polymer design for data centers, featuring a patented dual ball valve that improves flow efficiency by 25%, halves weight compared with metal alternatives and enhances safety for direct-to-chip liquid cooling.
Flowise pre-assembled chamber: A plug-and-play district metering area (DMA) chamber that integrates GF, Uponor and VAG technologies into a compact, high-performance solution with innovative pressure management to help prevent water loss. It combines the latest generation of NeoFlow pressure control with MULTI/JOINT technology, supporting efficient, flexible and future-ready water network modernization.
UltraFlow Drainage Solutions: Five systems offering full coverage and zero leaks, engineered for sustainability with easy installation, chemical and impact resistance, and project-specific customization.

GF Building Flow Solutions

GF Building Flow Solutions tackles the building sector’s CO₂ footprint while meeting demand for energy-efficient, safe and affordable buildings, as well as access to clean water. Its products reduce both operational and embodied carbon, optimize energy use, ensure safe water and improve overall building performance. The portfolio includes solutions for water supply, noise-reducing wastewater systems and energy-efficient heating and cooling.

The division also reduces its own environmental footprint through renewable energy, carbon-neutral operations, sustainable packaging and the increasing use of bio-based or recycled materials, supported by EPDs and sustainable construction certifications.

Key sustainable product innovations in 2025

Uponor Smatrix AI: Cloud-connected room climate control, saving ≥10% energy and ensuring comfort with fast setup.
EcoMate: Smart heating management using IoT, weather and occupancy data, cutting energy use and CO₂ emissions by ~30%.
Hycleen Balance: Hydraulic balancing valve ensuring safe hot water circulation, regulatory compliance and up to 25% energy savings.

Interests and views of stakeholders

GF is committed to building collaborative, strategic and mutually beneficial relationships with its stakeholders. Across its value chain, the company engages diverse stakeholders whose perspectives shape its sustainability approach. By mapping priorities and maintaining ongoing dialogue, GF ensures key voices inform its efforts. A summary table on page 54 details stakeholder groups, engagement purposes, methods and outcomes, which feed into due diligence processes, supporting GF’s ambition to drive sustainable development across the industry.

How GF engages with its key stakeholders

Stakeholder	Stakeholder interest and purpose of engagement	How we engage	Outcomes of engagement

Employees
	Safe working environment Well-being Career development Fair compensation Respectful and meaningful working environment	Daily interactions Regular employee performance discussions Internal channels and forums for company-wide discussions Training and development opportunities Annual surveys Pulse checks Town halls	Policy updates Employee satisfaction target Global initiatives and campaigns ( eg employee well-being initiatives and Walk for Water)
Customers
	Reliable and safe solutions, and service support Competitive pricing and value Collaborative customer relationship, long-term partnerships and customer success	Meetings, events, seminars, industry fairs and conferences Dialogue through solution support Information shared via company reports, marketing materials, websites and social media Continuous dialogue through daily interactions, digital solutions, user feedback and social media channels	Product and service improvements Customer-driven innovation
Suppliers
	Long-term partnerships. Fair business practices	Continuous one-to-one dialogue with suppliers Trade fairs, steering group meetings, supplier workshops and annual supplier day for selected strategic suppliers Supplier assessments. including audits in line with GF’s Code for Business Partners	Target for sustainability assessment of procurement spend Development of a supplier selection policy Supplier compliance Code of Conduct Fostering a sustainability-oriented supplier ecosystem
Shareholders and investors
	Sustainable financial performance and growth Transparency and accountability	Financial and other company reports, stock exchange releases and company website Events, such as Annual Shareholder Meetings and Capital Markets Days Investor and analyst meetings Investor conferences Governance roadshows	Direct feedback from financial market representatives Large and international shareholder base
Universities and research institutes
	Research opportunities Internships Knowledge sharing Partnerships Fostering innovation, particularly in sustainability-related and advanced technology fields	Apprentice programs and summer traineeships Partnership with YES (Young Enterprise Switzerland) to support job interview training and the job application process for eighth-grade students Premium partnership for the National Education Award (Nationaler Bildungspreis) in Switzerland	Support for student initiatives and creating opportunities for early-career professionals Access to essential new skills and perspectives for GF’s workforce
Regulators and industry associations
	Compliance with local applicable laws and regulations Advocacy of industry interests and sustainability initiatives Contribution to policy discussions	Meetings and conferences with regulatory and industry partners, trade associations and non-governmental organizations	Contribution to practical and scalable solutions to global challenges
Communities and NGOs
	Recognition of GF as a responsible corporate citizen	Engagement with local organizations in the cities and communities where GF operates GF Water Foundation	Opportunities to leverage GF’s people and products for good causes Improved access to drinking water and education Progress toward GF’s sustainability goals
Media
	Content Engagement Transparency	Press releases and media events, interviews, background briefings and visits Publications, company website and social media channels Monitoring and analysis of media coverage of GF	Enhanced visibility, brand strength, credibility and stakeholder engagement through transparent communication and media insight

Impact, risks and opportunity management

Double materiality process

In 2025, GF refined its first double materiality assessment (DMA) to align with its strategic focus on Flow Solutions. The update ensured material topics, risks and opportunities reflect the company’s portfolio and business model. It also improved data quality, integrated new stakeholder insights and strengthened methodologies. The DMA now serves as a dynamic tool for long-term decision-making and embedding sustainability into corporate strategy.

Led by the Group Sustainability Team, the assessment evaluates:

Impact materiality: How GF’s operations affect the environment and society.
Financial materiality: How sustainability-related risks and opportunities affect financial performance.

Impacts, risks and opportunities are assessed across the entire value chain, following the European Financial Reporting Advisory Group (EFRAG) guidance to meet evolving regulatory expectations.

Foundation and scope of analysis

The foundation, scope, value chain boundaries and stakeholder engagement used in GF’s first DMA are detailed in the Annual Report 2024 and remain the basis for the 2025 update.

Impact materiality

GF analyzed approximately 200 positive and negative ESG impacts across its value chain, using stakeholder interviews and desk research to enhance accuracy and support quantitative evaluation. Biodiversity baseline assessments identified related risks and their likelihood, informing the Sustainability Framework 2030 and ensuring these risks and opportunities are systematically considered in future strategic planning, even though they were not included in the 2025 IRO.

Assessment scales and materiality thresholds

Impact DMA scales and thresholds follow ESRS 1, section 3.4, first applied in 2024. Parameters scale, scope, irremediability and likelihood remain unchanged for 2025 (see Annual Report 2024 for details).

Financial materiality

Scales and thresholds for assessing risks and opportunities follow the 2024 methodology (see Annual Report 2024 for details on EBIT, severity and likelihood) and remained the reference for 2025.

In 2025, GF enhanced opportunity identification within the double materiality assessment, systematically integrating into management systems to support long-term value creation:

Strategic planning: Embedding opportunities into corporate strategy and sustainability targets.
Operational implementation: Translating opportunities into initiatives, including sustainable products, efficiency programs and Flow Solutions innovations.
Governance and oversight: Keeping the Board and Executive Committee informed to ensure strategic alignment and informed decision-making.

Integration of IROs into risk management

GF established its material IROs in 2024 using the ERM risk inventory and various risk screenings, including human rights, climate, supply chain and biodiversity. In 2025, the IRO inventory was refined and now serves as the primary reference for integrating impacts, risks and opportunities into management processes. New IROs are continuously added and evaluated, with material items reintegrated into the ERM to ensure alignment between sustainability and enterprise risk management.

Stakeholder engagement

The Group Sustainability Team incorporated perspectives from internal and external stakeholders including the CEO, CFO, employees, investors, suppliers, customers and NGOs across the value chain. This ensures strategies and disclosures reflect stakeholders’ expectations. Details can be found in the Sustainability Statement 2024.

Final validation

Following the evaluation, 22 impacts and 24 risks/opportunities were identified as material, and were subsequently consolidated into 13 material impacts and 12 material risks/opportunities.

Environment

ESRS E1 Climate change

Standard	Material IRO	Time horizon	Value chain location

ESRS E1: Climate change mitigation	Energy-intensive extraction and processing of non-renewable raw materials
ESRS E1: Climate change mitigation	Actual negative environmental impact arises from the energy-intensive extraction and processing of key raw materials, including polymers and metals, which rely mainly on fossil fuels. Operations in regions with low energy efficiency and limited renewable energy access generate significant greenhouse gas emissions, contributing to climate change.	Time horizon is not considered	Upstream

	Climate-related transition risks
	Climate-related transition risks stem from potential changes in energy and carbon regulations, market dynamics and technological requirements. Rising carbon prices, energy market volatility and the shift toward low-emission technologies may necessitate investments in low-carbon manufacturing and energy-efficient infrastructure, resulting in higher operating costs, increased capital expenditures and reduced margins – an actual negative financial impact.	Long term	Own operations

	Low-carbon and energy-efficient product portfolio
	Actual positive environmental and financial opportunity arises from the adoption and use of low-carbon, energy-efficient products. GF’s portfolio supports customers in their decarbonization efforts, creating attractive market prospects, a competitive advantage and reinforcing GF’s role in the transition to a low-carbon economy.	Medium term	Downstream

ESRS E1: Climate change adaptation	Physical acute climate-related risks
	Climate-related physical risks arise from increasingly frequent and severe extreme weather events, including flooding, heavy rainfall, heatwaves, wildfires and cold stress. These events may lead to actual negative financial impacts due to building modifications, insurance costs, repairs and potential production downtime.	Short term	Own operations, downstream

	Climate-resilient product portfolio
	Actual positive environmental and financial opportunity arises from GF’s products, which help address rising global temperatures and extreme weather, driving growing demand for climate-resilient solutions. The Flow Solutions portfolio – including stormwater filtration and retention systems, as well as energy-efficient heating and cooling systems – positions GF as an enabler of climate resilience across built environments.	Short term	Own operations

ESRS E1: Energy	Enabling renewable energy deployment
ESRS E1: Energy	Actual positive environmental and societal impact arises from the use of GF products in energy transition applications, including wind farms, freshwater generation, hydrogen technologies and battery systems. These contributions support the deployment of renewable energy, advancing decarbonization and global net-zero emission goals.	Time horizon is not considered	Downstream

	Non-renewable energy consumption
	Actual negative environmental impact arises from GF’s energy consumption across production, R&D and sales activities, including machinery, heating and mobility. Reliance on non-renewable energy sources contributes to greenhouse gas emissions and the depletion of natural resources.	Time horizon is not considered	Own operations

	Energy efficiency optimization
	Actual positive environmental and financial opportunity arises from GF’s energy-efficient solutions. GF Building Flow Solutions delivers advanced heating and cooling systems that help customers reduce energy use, optimize temperature control, minimize losses and comply with regulations. Rising demand for energy-efficient buildings positions GF to expand market share while contributing to climate mitigation.	Long term	Own operations

Time horizons are applicable only for potential impacts, and for risks and opportunities, not for actual impacts.

Approach to climate change management

In 2025, GF updated its Carbon Transition Plan to reflect organizational changes and new insights. The plan outlines the pathway to achieving validated science-based targets and net-zero emissions by 2050, with a focus on major GHG emissions. Its successful implementation depends on strong cross-organizational collaboration, external partnerships and global development efforts. For the second consecutive year, GF was included in the 2025 CDP Climate change A list.

Governance

Information on GF’s sustainability governance and the integration of sustainability-related performance into incentive structures is provided in the ESRS 2 General Disclosures chapter. For details on the sustainability objectives of the short-term incentive scheme, including the weighting of business, sustainability and individual goals, please refer to the Compensation Report.

Strategy

Carbon transition plan

In 2025, GF advanced its Science Based Targets (SBT) framework by integrating energy and emission reduction measures across operations. As a result of GF’s shift in strategic focus to Flow Solutions, the Carbon Transition Plan will be further refined in 2026.

Key reduction levers remain:

Supply chain decarbonization, particularly in raw materials (Scope 3, Category 1).
Renewable energy expansion, self-generation and manufacturing efficiency improvements (Scope 1 and 2).
Incremental reductions from heating system upgrades and fleet electrification.

While several measures require investment in existing infrastructure, they are expected to deliver both environmental and economic returns.

By the end of 2025, 62% of GF’s electricity consumption was sourced from renewable energy. In addition, overall the share of renewable energy was expanded, the foundry in Leipzig (Germany) was divested and an agreement to divest the emission-intensive GF Casting Solutions division was signed. GF continued to drive increased demand for bio-based products and further strengthened supplier engagement to reduce Scope 3, Category 1 emissions.

Looking ahead, deeper supply chain decarbonization will be a focus of the 2026–2030 strategic cycle. Guided by its science-based targets (SBTs), GF remains committed to driving innovation and collaboration in pursuit of a net-zero future.

Transition risks from locked-in emissions

An assessment of GF’s assets and products indicates that most asset-related locked-in emissions stem from Scope 1 and 2 sources, primarily manufacturing facilities and the vehicle fleet. Most Scope 1 emissions are driven by natural gas and coke consumption. In contrast, the largest share of Scope 3 emissions originates from purchased goods and services (Category 3.1). Overall, Scope 1 and 2 emissions account for approximately 6% of GF’s Flow Solutions total emissions, while purchased goods and services represent around 76%, and the remaining Scope 3 categories account for 18% Emissions from the use of sold products were mainly linked to the former GF Machining Solutions division, which was divested on 30 June 2025 and is therefore excluded from the Scope 3 emissions inventory.

Future Scope 1 and 2 emissions are integrated into GF’s decarbonization trajectory toward its climate targets, with projections accounting for potential growth and acquisitions.

Key challenges in achieving GF’s net-zero strategy

GF faces several challenges in progressing toward its net-zero goals:

Technology and cost constraints: Many emerging climate technologies are not yet scalable for widespread deployment and may involve substantial costs.
Infrastructure limitations: Increased electrification and rising demand for renewable energy could strain existing infrastructure, creating supply challenges.
External factors: Economic downturns, regulatory uncertainty, geopolitical developments and natural disasters could slow progress.
Growth trade-offs: Slower expansion may affect the pace of emissions reductions and delay the achievement of targets.

These challenges underscore the importance of strategic planning, close collaboration with stakeholders and the ability to adapt flexibly to evolving conditions.

Climate risks and opportunities

Identifying climate-related physical risks and opportunities

GF identifies and assesses both physical and transition-related climate risks and opportunities taking into account its global business model and the locations of its production sites.

Physical risks: Include acute and chronic climate-related challenges, which are expected to increase in frequency and intensity over the medium to long term.
Transition risks and opportunities: Arise from evolving regulatory, market and technological developments as economies move toward low-carbon pathways.

GF uses a variety of tools to assess and manage these risks internally and externally, ensuring resilience and identifying opportunities linked to climate change adaptation and mitigation.

		Temperature- related			Water- related					Wind-related

A: Acute risk / C: Chronic risk		A	C	C	A	A	C	A	C	A
Climate hazards		Fire Weather Stress Index	Heat Stress Index	Cold Stress Index	Storm surges	Undefended river flood	Sea level rise	Precipitation Stress Index (heavy rainfall)	Drought Stress Index	Tropical cyclone
Covered by GF climate risks assessment	Current						N/A1
Covered by GF climate risks assessment	Future						2

1 For this hazard, the statements focus solely on changes in the level of future risk, therefore no data on current risk data are available.

2 Sea level rise projections are modeled for 2100 rather than 2050, reflecting the higher data quality in IPCC long-term assessments and the fact that significant sea level rise impacts are expected to materialize primarily in the second half of the century.

Acute risk: Acute physical risks are event-driven, including the increased severity of extreme weather events, such as cyclones, hurricanes and floods.

Chronic risk: Chronic physical risks relate to longer-term shifts in climate patterns, such as sustained increases in temperature, which may lead to sea level rise or chronic heat waves.

Climate resilience

GF takes a comprehensive approach to climate resilience, combining strategic and operational measures across its global sites, as documented through property loss prevention surveys.

Strategic resilience
	Business continuity planning (BCP): Many organizations have created or are currently creating formal BCPs that cover a broad spectrum of adverse events such as fire, flood, earthquake, equipment failure and supply chain disruptions. These plans are routinely reviewed and refreshed, with off‑site backups and alternate suppliers identified for essential materials and products.
	Redundancy and backup: Many sites have identified backup production capabilities within the GF network or with external partners, ensuring the ability to maintain operations in the event of a major disruption.
	Risk engineering and continuous improvement: Regular risk engineering surveys, scenario analyses and cost-benefit evaluations are conducted to identify vulnerabilities and prioritize investments in resilience.
	Management of change: Sites are required to notify GF’s Risk and Insurance Management and external consultants of significant changes, ensuring that new projects or modifications are assessed for climate and operational risks.
Operational resilience
	Physical protection: Most sites are equipped with robust fire protection systems (sprinklers, hydrants, fire pumps, alarms), often designed to national fire protection association or factory mutual standards, and regularly tested and maintained.
	Flood and windstorm preparedness: Sites in flood-prone or windstorm-exposed areas have implemented physical barriers (eg levees, curbs, fire-resistant walls), drainage improvements and emergency response plans.
	Emergency response and training: Dedicated emergency teams, regular fire drills and employee training ensure a rapid and effective response to incidents. Maintenance and inspections: Preventive maintenance initiatives such as thermographic inspections and transformer oil analyses are implemented to lower the likelihood of equipment failures, particularly during extreme weather conditions.
	Surveillance and monitoring: Security measures such as round‑the‑clock personnel, CCTV cameras and alarm systems are commonplace at larger facilities, featuring remote monitoring.
	Housekeeping and hazard control: Regular inspections and housekeeping programs minimize combustible loads and ignition sources, reducing vulnerability to fire and other hazards exacerbated by climate events.

Adaptation to climate uncertainties
	Natural catastrophe risk assessment: All sites are evaluated for exposure to earthquakes, flood, windstorm, hail, lightning and other natural hazards using tools such as Munich Re’s Natural Hazards Edition and local flood maps.
	Site-specific measures: Where risks are identified (e.g. flood-prone areas, high seismic zones), sites implement tailored measures such as elevated equipment, backup power and reinforced construction.
	Continuous review: Recommendations from risk surveys are tracked and regularly reviewed, with management committed to ongoing improvement and adaptation as climate risks evolve.

Climate risk assessment

GF identifies climate-related risks and opportunities across its business, covering both physical hazards such as storms, floods, sea level rise, and temperature or precipitation extremes, and transition risks from the global shift to a low-carbon economy.

Physical risks are expected to increase in frequency and severity over the medium to long term. Transition risks and opportunities are driven by changes in policy, technology and market changes.

GF’s risk assessment was initially based on IPCC RCP 4.5 and 8.5 scenarios for 2050 (conducted in 2021) and was updated in 2024 using IPCC AR6 SSP scenarios, focusing on SSP5-8.5, following the Uponor acquisition and new IPCC and IEA data. The assessment is regularly reviewed, and the 2024 scenario remains valid for 2025, with updates limited to the number of sites in GF’s Flow Solutions Business.

GF climate risk assessment	Physical risk assessment	Transition risk assessment
2021 scenario
	IPCC Representative Concentration Pathway (RCP) scenario with a focus on RCP 4.5 and RCP 8.5 in 2050	IEA Sustainable Development Scenario (SDS), a 2°C global warming scenario
2024 scenario
	IPCC AR6 Shared Socioeconomic Pathway (SSP) scenarios with a focus on SSP5-8.5 scenario The SSP5-8.5 scenario supplements the RCP 8.5 scenario with socioeconomic assumptions In the 2024 scenario, the Storm Surge and Cold Stress indexes are new risk indexes	Net-Zero Emissions 2050 scenario (NZE) of the International Energy Agency (IEA)
Global action against climate change
	This scenario assumes strong reliance on competitive markets and innovation. Fossil fuels continue to be increasingly exploited, while social and economic development drives the consumption of resources and adoption for energy-intensive lifestyles around the world. Local environmental problems such as air pollution are managed but high greenhouse gas emissions result in significant global warming and increasing exposure to natural catastrophes.	A normative scenario outlining a pathway for the global energy sector to achieve net-zero CO₂ emissions by 2050, with advanced economies reaching net-zero emissions ahead of others. This scenario also supports key energy-related Sustainable Development Goals (SDGs), including universal energy access by 2030 and significant improvements in air quality.
Projected temperature change by 2100
	Under this scenario, global warming is expected to be between 3.3°C and 5.7°C relative to pre-industrial levels.	Consistent with limiting the global temperature rise to 1.5°C (with at least a 50% probability), in line with emissions reductions assessed in the Intergovernmental Panel on Climate Change (IPCC) Sixth Assessment Report.
Outputs	No major changes in risk assessment identified.	No major changes in risk assessment identified.

Climate risk assessment outcomes

Type of risks	Time horizon relevance	SSP5-8.5 scenario 2050	Description of exposure change
Storm surges	Medium / Long		GF site exposure to storm surges remains unchanged, with 92% of sites facing no hazard and 8% exposed to high risk. The exposed sites are located in China.
Undefended river flood	Medium / Long		Exposure to low-risk river flooding declines, from 80% to 72%, while medium risk increases from 6% to 12% and extreme risk from 8% to 11%. Sites in countries such as Brazil, the United Kingdom, Austria and China are exposed to extreme river flood hazards.
Sea level rise	Long		Under SSP5-8.5, 2% of GF sites are exposed to extreme sea level rise risk by 2100, while 98% remain unaffected. Sea level rise is projected to become particularly significant for sites in the United Arab Emirates.
Precipitation Stress Index (heavy rainfall)	Short / Medium / Long		Exposure to medium precipitation stress increases from 43% to 48% and extreme risk rises from 6% to 14%, while high-risk exposure decreases from 25% to 17%. Sites in China, Taiwan, and India are among those projected to face the highest extreme risk. High risk is expected in the United States, Brazil, Italy, Switzerland and Malaysia.
Fire Weather Stress Index	Short / Medium / Long		Medium risk exposure from 11% to 20% and high-risk exposure from 15% to 17%, while low-risk exposure declines from 65% to 55%. Extreme risk remains at 6%, indicating persistent high-stress hotspots. The risk of fire weather stress is particularly prevalent at sites in the United Arab Emirates and Oman, with high risks also observed in the US, Egypt, China, India and Mexico.
Drought Stress Index	Medium / Long		GF sites experience a major shift in Drought Stress Index exposure: low-risk areas drop sharply from 52% to 6%, while medium risk increases significantly, from 40% to 69%, and high risk from 8% to 17%. Extreme risk emerges at 8%, having previously been absent. Drought stress is particularly prevalent at sites in the United Arab Emirates and Oman, with high risk also observed in Germany, Poland, US, Italy, Turkey, China and Mexico.
Heat Stress Index	Medium / Long		Medium and high heat stress exposure both increase to 38%, up from 20% and 32%, respectively. Low-risk exposure declines from 42% to 17%, while extreme risk remains stable at 6%. Heat stress is particularly prevalent in sites in the United Arab Emirates and Oman.
Cold Stress Index	Short / Medium / Long		High-risk exposure decreases from 52% to 34%, while medium and low risk increase to 35% and 26%, respectively. Extreme risk remains unchanged at 0%. Sites under continuous cold stress are located in the US, Canada, Finland, Germany, Poland, Sweden, Switzerland, Austria and China.
Tropical cyclone	Short / Medium / Long		Tropical cyclone risk is projected to become particularly significant for GF sites in Taiwan.

No hazard Low Medium High Extreme

Identified climate transition risks and opportunities

GF evaluates climate transition risks and opportunities using the IEA Net-Zero Emissions by 2050 (NZE 2050) Scenario as a reference framework. These risks and opportunities arise from regulatory, technological, market and reputational factors and are assessed across relevant time horizons to inform strategic planning.

Transition risks and opportunities	Time horizon relevance	Description

Energy source and technology use	Medium / Long	The adoption of innovative technologies, such as electric ovens, is a key pillar of the NZE 2050 Scenario. These developments present long-term opportunities for GF. While near-term benefits may be limited, divisional assessments indicate that opportunities are likely to materialize over the mid- to long-term, particularly as infrastructure and market readiness improve.
Carbon market participation	Medium	GF’s involvement in carbon markets is considered a mitigation measure aligned with the NZE 2050 pathway. No material short-term operational impacts are currently anticipated. However, carbon market participation may become increasingly strategically relevant over the mid-term as carbon pricing mechanisms and regulatory incentives evolve.
Decentralized energy generation	Short	The transition toward decentralized energy generation is viewed primarily as a short-term strategy to mitigate energy price volatility, rather than a direct opportunity. While it enhances resilience against market fluctuations, its role in the long-term transformation remains limited under current assessments.
Reputational risk	Short / Medium	Growing scrutiny of supply chain sustainability, driven by regulatory frameworks and societal expectations, is increasing reputational risk. Disclosure requirements under the CSRD and the EU Taxonomy are expected to encompass supply chain-related risks. Divisional assessments indicate that reputational risk is already significant, with implications for ESG performance. These risks are expected to intensify over the short- to mid term as regulations evolve and stakeholder expectations rise.

Anticipated financial effects from climate-related risks and opportunities

Quantification of climate-related risks and opportunities

GF identifies financial repercussions of climate-related risks through biannual risk mapping, assessing both likelihood and potential impact. Where possible, impacts are quantified considering frequency and mitigation measures; otherwise, a qualitative evaluation is applied.

Financial impact categories:

Minor: < CHF 10 million
Major: CHF 10 – 50 million
Critical: CHF 50 – 150 million
Catastrophic: > CHF 150 million

Opportunities are assessed using the same thresholds, labeled minor, major, large and extreme. Overall impact combines likelihood with financial implications and factors such as reputational and legal consequences. Materiality is determined via tiered thresholds at corporate, divisional and facility levels.

An impact is deemed significant if:

A catastrophic risk is possible, probable, or likely
A critical risk is probable or likely
A major risk is likely

While GF emphasizes financial quantification, limited data may require qualitative evaluation, for example, opportunities in sustainable markets such as lightweight products or hydrogen technologies.

Potential financial effects from material physical risks

Physical risk	Impact on GF	Significance for GF	Financial impact

Physical acute climate-related risks	Physical risk	The increasing severity and occurrence of extreme weather phenomena may result in increased expenses related to structural modifications, insurance premiums, repairs and reduced productivity at GF facilities. Possible negative effects could stem from flooding, intense rainfall, high temperatures, wildfires and cold stress. GF assesses the resilience of all new assets in relation to climate-related risks and proactively enacts mitigation measures.	Major – Critical

Quantification of transition risks in alignment with Task Force on Climate-related Financial Disclosures (TCFD) recommendations

Physical risk	Impact on GF	Significance for GF	Financial impact

Increased pricing of GHG emissions (carbon tax, ETS, CBAM)	Increasing costs along the path to carbon neutrality	The possible expenses associated with GF’s transition to carbon neutrality are currently under evaluation. The various locations of its production facilities and the differing regulatory environments in which it operates are being taken into account.	Critical
Security of energy supply and prices	Fluctuations in energy prices and abrupt and unexpected shifts in energy costs	GF operates in an energy-intensive sector, making energy expenses a crucial factor for the business. While fluctuations in energy prices are to be expected, prolonged periods of elevated prices could pose significant challenges to GF’s competitive position.	Major – Critical
Energy transition	Research and development expenditures in new and alternative low-carbon technologies	A quarter of GF’s operations are energy-intensive and necessitate a diverse range of energy sources to operate effectively.	Critical

Potential material climate-related opportunities

Opportunity	Impact on GF	Significance for GF	Financial impact

Low emissions energy sources	Switching to renewable electricity and energy sources	The utilization of low-emission energy sources and renewable electricity results in decreased reliance on fossil fuel markets.	Minor – Large
Carbon market	Participation in the carbon market reduces exposure to GHG emissions	Converting environmental compliance into a viable financial opportunity by means of strategic project investments and the generation of carbon credits.	Large – Extreme
Consumer preferences	Attracting and retaining customers with a preference for low-emission products while gaining a competitive advantage	Increased consumer demand for GF’s sustainable products indicates a preference for low-emission options, thereby enhancing the company’s competitive market stance, exemplified by GF’s hydrogen shipping initiative in the Netherlands.	Extreme
Capital availability	Demands from investors in line with the EU Taxonomy increases investment in companies with sustainable products	The significance of the EU taxonomy is anticipated to grow in the coming years. GF asserts that products aligned with the EU taxonomy will enhance their appeal to investors and result in greater availability of capital.	Minor – Large

Policies related to climate change

GF’s Corporate Policy on Environmental Management defines the company’s climate commitments, emphasizing energy efficiency, environmental protection, and continuous improvement of products and solutions, including the reuse of resource.

Climate-related objectives are outlined in Strategy 2025 and the Sustainability Framework 2025, which set targets for reducing greenhouse gas (GHG) emissions (SBTi-validated) and mitigating climate-related risks across operations and the supply chain. The GF Code for Business Partners establishes suppliers’ responsibilities for energy management in the upstream value chain.

In addition, internal Environmental Standards specify requirements to reduce Scope 1 and 2 emissions, increase the use of renewable energy (purchased and self-generated), and improve energy efficiency. In 2025, GF introduced an internal Carbon Neutrality Standard, providing SBTi-aligned guidelines for sites seeking carbon-neutral status.

For a comprehensive overview, see the Policy approach to material ESRS topics section under Disclosure Information: Reporting approach.

Data monitoring

Environmental management systems (EMSs) are central to GF’s progress toward its climate targets. They support optimizing resource use, enabling corrective actions and supporting data-driven strategies to improve energy efficiency.

By the end of 2025, 98% of corporate entities with production facilities reported data via the Sustainability Information System (SIS), excluding sites with participation below 40%.

Certifications and standards

71% held ISO 14001 environmental management certification.

17% of entities achieved ISO 50001 energy management certification.

Certifications category	Description	Number of sites

ISO 14001	Environmental management system	61
ISO 50001	Energy management systems	15
Total	Sum of all certifications	76

To view all certifications of GF sites, refer to the Environmental, Health and Safety Audits list on GF’s corporate website.

Actions

Improving data completeness

In 2025, GF improved the completeness of its Scope 3 emissions data, with a particular focus on Category 3.1 (purchased goods and services). Reporting was expanded from key raw material suppliers to 100% of direct suppliers. Indirect spend categories were reviewed and largely found to be covered under other Scope 3 Categories (eg logistics in Categories 4 and 9, capital goods in Category 2). Remaining spend categories, such as marketing, were excluded due to immateriality.

In addition, Scope 2 location-based emissions were reviewed and emission factors were updated, leading to a restatement of the 2024 emissions. These improvements provide a more accurate and comprehensive view of GF’s overall emissions profile.

Actions for reducing Scope 1 and 2 emissions

Increasing the use of renewable energy and improving energy efficiency remain central to GF’s strategy for reducing GHG emissions. Supported by senior leadership, several initiatives were successfully implemented in 2025:

Renewable electricity: Procurement of renewable electricity increased, resulting in 50% of energy consumed in 2025 coming from renewable sources. A total of 40 GF’s Flow Solutions business sites worldwide purchased certified renewable electricity.
Photovoltaic projects: PV installation projects continued. In 2025, 3% of total energy consumption was self-generated.
Carbon-neutral sites: GF’s Flow Solutions business now operates 12 carbon-neutral sites, which have reduced Scope 1 and 2 emissions by 90% compared with the 2019 baseline, with remaining operational Scope 1 emissions offset.
Sustainable buildings: In the US, the new Shawnee facility achieved LEED Gold certification.
Energy efficiency measures: GF’s Flow Solutions business continued to implement energy efficiency improvements globally, including warehouse optimization, upgrades to compressed air systems, optimized operation of chillers, pumps and extruders, LED lighting installations, heat recovery systems, replacement of oil heating with biomass and conversion of diesel forklifts to electric. Overall, energy efficiency improved by 3% compared with 2024.

These initiatives demonstrate GF’s commitment to renewable energy adoption and energy efficiency, delivering tangible environmental benefits and advancing the company’s sustainability goals.

Actions to reduce Scope 3 emissions

Stakeholders including regulators, investors and customers are increasingly focused on emissions across the full value chain. In recent years, GF has actively advanced emissions-reduction initiatives throughout its operations. Reducing Scope 3 emissions remains a multi-year effort, largely driven by upstream activities, but it also offers opportunities to mitigate risks related to resource availability and supply chain resilience. While eliminating value chain emissions requires long-term, cross-industry collaboration, GF remains committed to measurable progress. In 2025, the following measures were key contributors:

Enhanced emissions methodology: GF updated its calculation methodology to more accurately identify emission drivers within procurement categories. All direct and indirect spending was reassessed, and emission factors were updated accordingly. This led to a notable increase in reported emissions for the category. As a result, GF has established a more robust and accurate GHG inventory and is now well positioned to define new baselines and targets under Strategy 2030. The enhanced transparency also strengthens collaboration with suppliers, enabling the identification of further emission reduction opportunities.
Low-carbon and bio-based materials: Efforts were expanded to source low-carbon, bio-based materials derived from waste streams that do not compete with food production. These alternatives significantly reduce environmental impacts compared with fossil-based materials.
Product transparency through LCAs and EPDs: Additional Life Cycle Assessments (LCAs) and Environmental Product Declarations (EPDs) were completed and published, providing customers with greater transparency on product impacts and supporting more resource-efficient product development.
Logistics efficiency initiatives: Actions to improve logistics complemented Scope 3 efforts. A US site piloted a thinner film gauge to reduce material use, while the Lakeville site consolidated incoming orders to reduce transportation needs. In 2025, these measures saved approximately 6 million transport miles, avoiding around 1’300 tonnes of CO₂e.

Greenhouse gas mitigation projects financed through carbon credits

GHG removals and GHG mitigation projects

To achieve carbon neutrality in operations, GF sites must cut operational Scope 1 and Scope 2 CO₂e emissions by 90% compared with the 2019 baseline. Remaining emissions are offset through carbon credits or other removal mechanisms. In 2025, GF supported the following key projects:

Oberallmeindkorporation Schwyz (Switzerland): Sustainable forest management increases wood supply from 281 m³/ha to 300 m³/ha over 30 years, sequestering approximately 245’000 tonnes of CO₂. This approach preserves biodiversity, supports sustainable timber production, mitigates natural hazards and provides recreational value.
Exomad Green (Bolivia): Waste wood and offcuts from hardwood production are converted into biochar instead of being burned, reducing local air pollution. Biochar is distributed free to local farmers, creating both environmental and social benefits.
TIST Program (Uganda): Engaging over 65’000 farmers across 3’600 villages, more than 10 million trees have been planted since 2004, contributing to long-term carbon sequestration and community development.
Biochar Project-1 by WeAct (India): This project addresses agricultural waste by converting cotton stalks into biochar using simple pyrolysis methods such as earth pits and box kilns. Applying the biochar to soil enhances soil health while sequestering carbon.
Afforestation of Degraded Grasslands, Vichada (Colombia) (VCS ID: 2512): This large-scale project in Puerto Carreño and La Primavera, Vichada (Colombia), restores degraded grasslands by establishing commercial timber plantations with fast-growing tree species. Initially focused on producing wood chips for biomass energy, the project now also generates treated fence posts and industrial lumber, strengthening its financial sustainability.

Almost 1kt of remaining Scope 1 and 2 emissions were offset in 2025. These voluntary offsets are not included in the reported emissions data.

Targets and performance

Climate change

Related SDGs	Target 2025		Status 2025	Progress in 2025

SBT CO₂e emissions
		Reduce absolute Scope 1 and 2 CO₂e emissions by 30% by 2026.		GF reduced Scope 1 and 2 emissions by 51% compared with the adjusted 2019 baseline. This progress was driven primarily by the company’s transition to renewable energy in its operations. In 2025, 62% of electricity consumption originated from renewable sources, representing 50% of total energy consumption. Furthermore, GF continued to implement energy efficiency measures in its manufacturing facilities.
		Reduce Scope 3 CO₂e emissions by 34.6% per tonne of processed material by 2030.	N/A *	Scope 3 intensity amounted to 3.6 tonnes of CO₂e per tonne of processed material.

• Overachieved • Achieved • Not achieved

* The Scope 3 intensity target is set for achievement by 2030, and progress toward this target is currently ongoing.

GHG emission reduction targets

In 2024, GF committed to achieving net-zero GHG emissions by 2050, aligned with the Paris Agreement’s 1.5°C trajectory, as part of its broader sustainability strategy.

Scope 1 and 2: GF targets a 30% absolute reduction in operational emissions by 2026 (adjusted 2019 baseline) to support its net-zero pathway.
Scope 3: By 2030, GF aims to reduce emissions from purchased goods and services by 34.6% per tonne of processed material (adjusted 2019 baseline), addressing key upstream and downstream impacts.

These time-bound targets are quantified, aligned with GF’s environmental policy and action plans, and validated using science-based methodologies. Progress is reported annually, with SBTi validation obtained.

Metrics

All climate-related metrics, including those presented below, are disclosed in Disclosure information: Reporting approach section under Environmental performance statements.

Energy consumption and energy mix

Energy sources

in 1’000 GJ

1’752

75% Electricity

14% Natural gas

4% District heat

0.3% Biogas

0.3% Propane, butane or other gases

0.1% Fuel oil

4.3% Coke

2% Fuel use (for internal transportation)

Renewable energy by sources

in 1’000 GJ

915

88% Renewable electricity purchased (mainly from hydro power and wind turbines)

5% Self-generated (mainly from hydro power and solar power)

6% Local district heat from renewable sources

1% Wooden pellets, biogas, biodiesel, bioethanol

Renewable energy including certified green electricity

in %

Total gross energy consumption and total CO₂e emissions (Scope 1 and 2)

Energy in 1’000 GJ

CO₂e emissions in 1’000 tonnes

Greenhouse emissions – Scope 1, 2 and 3

CO₂e emissions per Scope

in 1’000 tonnes

1’407

2% Scope 1 emissions (stationary fuels)

4% Scope 2 market-based emissions /electricity + district heating)

76% Scope 3 emissions (Category 1)

18% Scope 3 emissions (remaining categories)

The analysis shows that Scope 3 emissions account for close to 94% of GF’s CO₂e emissions, while Scope 1 and 2 emissions make up the remaining 6%.

CO₂e emissions Scope 1 and 2

in 1’000 tonnes

CO₂e emissions Scope 3 intensity

in tonnes of CO₂e per tonne of processed material

3.6

* Science-based target (SBT)

EU Taxonomy Regulation

GF assessed its business activities against the EU Taxonomy criteria and voluntarily disclosed information on its EU Taxonomy-eligible activities, despite not yet falling within the mandatory scope of the regulation.

A thorough review of revenue-generating activities revealed that only a small proportion of GF’s business currently falls within the scope of the EU Taxonomy.

Economic activities as taxonomy-eligible

Environmental objective	Activity	Business activity as GF	Division
Climate change mitigation	3.5 Manufacture of energy-effciency equipment for buildings	Energy effciency equipment	GFBFS / GFIIFS
	3.6 Manufacture of other low carbon technologies	Floor heating, COOL-Fit, measurement and control portfolio	GFIIFS
Water and marine resources	1.1 Manufacture, installation and associated services for leakage control technologies enabling leakage reduction and prevention in water supply systems	WAGA Couplers, Multi clamp, UNI coupling Neo Flow and double containment leakage sensors	GFIIFS

The divisions are abbreviated as follows:

GFIIFS: GF Industry and Infrastructure Flow Solutions

GFBFS: GF Building Flow Solutions

In addition, GF evaluated activities outside its core business that have the potential to substantially contribute to one of the six environmental objectives.

Economic activities as taxonomy-eligible


Environmental objective	Activity	Business activity as GF	Division
Climate change mitigation	7.1 Construction of new buildings	Investments in building extensions and storage areas; construction of new production and office buildings	GFIIFS/GFBFS
	7.2 Renovation of existing buildings	Renovation of production and office buildings	GFIIFS/GFBFS
	7.3 Installation, maintenance and repair of energy effciency equipment	Various installations of energy effciency equipment (LED lights, roofing systems, heating and cooling systems and air conditioners)	GFIIFS/GFBFS
	7.4 Installation, maintenance and repair of charging stations for electric vehicles in buildings and parking spaces attached to buildings	Investments in charging stations for e-vehicles	GFIIFS
	7.6 Installation, maintenance and repair of renewable energy technologies	Installation of solar panels on corporate buildings	GFIIFS
	3.5 Manufacture of energy efficiency equipment for buildings	Investments enabeling manufacturing of energy effcient equipment	GFIIFS/GFBFS
Climate change adaptation	14.1 Emergency services	Investments in emergency equipment ensuring employee safety	GFIIFS/GFBFS

The divisions are abbreviated as follows:

GFIIFS: GF Industry and Infrastructure Flow Solutions

GFBFS: GF Building Flow Solutions

Minimum social safeguards

GF demonstrates strong compliance with the Minimum Safeguards set out in Article 18 of the EU Taxonomy Regulation. As of 2025, robust due diligence, governance and transparency mechanisms are in place across human rights, anti-corruption and conflict minerals.

While most criteria are met, GF continues to address gaps identified in the 2024 assessment. Key measures include:

Appointment of a Global Social Sustainability Governance Manager to advance human rights due diligence and a Global Commercial Sustainability Manager to strengthen alignment between sales, customers and sustainability.
Publication of GF’s first dedicated Human Rights Report.
Establishment of qualitative and quantitative targets for conflict minerals due diligence, supported by internal reporting.
Updates to the internal Corporate Policy on Reporting Incidents and Internal Investigations, and a new service provider for the GF Transparency Line, reinforcing business ethics, non-retaliation, and secure, confidential reporting.

Turnover (net sales) and CapEx

The share of GF’s taxonomy-eligible turnover is 22%. This figure is calculated relative to GF’s Flow Solutions business total turnover and relates primarily to activities within the manufacturing sector. The denominator reflects GF’s total turnover as reported in the consolidated income statement, corresponding to consolidated net sales in accordance with Swiss Accounting and Reporting Recommendations (Swiss GAAP FER).

The share of GF’s taxonomy-eligible capital expenditure (CapEx) is 32%. This includes investments related to manufacturing activities as well as construction, real estate, and transportation. This KPI is calculated by comparing taxonomy-eligible CapEx with GF’s Flow Solutions business total CapEx for PP&E, based on amounts reported in the consolidated financial statements, in accordance with Swiss GAAP FER standards.

GF did not include an operational expenditure (OpEx) KPI in its 2025 report, as the current EU Taxonomy definitions did not allow for extraction and consolidation of OpEx data across all business divisions. Consequently, GF has chosen not to report this KPI at this time.

ESRS E3 Water and marine resources

Standard	Material IRO	Time horizon	Value chain location

ESRS E3: Water and marine resources	Availability of water in water-stressed areas
ESRS E3: Water and marine resources	Actual negative environmental impact arises from GF’s water use at production facilities, particularly in water-stressed regions. Industrial water consumption in these areas may reduce local water availability, potentially affecting surrounding communities and ecosystems.	Time horizon is not considered	Own operations

	Water Efficiency and leak prevention through product design
	Actual positive environmental and societal opportunity arises from GF’s leak-prevention solutions, which promote water conservation in distribution systems. By supporting regulatory compliance and safeguarding water access for communities facing shortages, GF’s offerings - including piping components, jointing technologies, control systems, tailored services and PEX pipes - enable efficient and resilient water management.	Short term	Downstream

	Supporting customers in achieving net-positive water outcome
	Actual positive environmental and societal opportunity arises from GF products supporting customers in achieving water-positive goals. Collaborations with organizations like Intel, which replenishes more freshwater than it consumes, illustrate this potential. The opportunity is driven by GF’s high-purity plastic systems, enabling the safe and reliable transport of critical processing fluids in semiconductor manufacturing.	Short term	Downstream

Time horizons are applicable only for potential impacts, and for risks and opportunities, not for actual impacts.

Approach to water management

Freshwater is a finite resource, and GF is committed to delivering resilient, durable and sustainable solutions. In 2025, GF reached the final stage of its strategic shift to become the global leader in Flow Solutions for Buildings, Industry and Infrastructure. Through this business focus, GF provides technologies that support energy efficiency in buildings, fluid management in industrial processes and sustainable urban water management.

While GF’s manufacturing activities are not water-intensive, a recent double materiality assessment identified water use at sites in water-stressed regions as a material impact. GF is responding by strengthening sustainable water management practices to meet stakeholder and customer expectations. This chapter excludes marine resources, as they are not material to GF’s operations or value chain.

Policies related to water resources

GF’s water strategy integrates water-related risks into its double materiality assessment and expands water-related disclosures. The company engages with its value chain to reduce water use in high-stress regions and supports access to clean water in vulnerable communities through the GF Water Foundation.

Within its own operations, water consumption1 is managed through ISO 14001-certified Environmental Management Systems and guided by GF’s Corporate Policy on Environmental Management. The policy emphasizes reducing water use, particularly in water-stressed regions, promoting reuse, and minimizing wastewater discharge.

GF’s Code for Business Partners requires suppliers, especially those in water-scarce areas, to conserve water, ensure sustainable access and implement responsible wastewater management practices.

The internal GF Environmental Standard sets mandatory requirements across all locations, particularly production sites, including:

Water management strategies: Rainwater harvesting, process design to enable water reuse and measures to minimize evaporation.
Water treatment requirements: Regular wastewater testing for quality, residuals and temperature, with discharge permitted only for unpolluted cooling water.

Further details on water-related impacts, risks and opportunities are available in the Policy approach to material ESRS topics section under Disclosure information: Reporting approach.

Actions

Water resources management

Across its own operations, GF aims to optimize water intensity throughout its business operations. This includes:

Reduce water withdrawal and maximize rainwater harvesting
	GF facilities are improving water efficiency through process optimization and the use of closed-loop cooling systems, which recycle water and minimize leakages. Where feasible, harvested rainwater is used for production and outdoor purposes, such as landscaping. While recycled water is not currently monitored, GF continues to explore opportunities to adopt additional water conservation strategies, including potential recycling programs.

Water discharge
	GF is committed to complying with applicable national wastewater regulation and treats wastewater, where required, before discharging it into natural water bodies or municipal treatment plants.

In general, GF prioritizes actions in high water-stress areas and tailors solutions to local conditions.

Measures implemented at various locations

The company strengthened its water management strategy through several key initiatives:

GF continues to build on its previous investments in water conservation at the GF Indonesia and GF Shawnee sites, which are contributing positively to reducing overall water intensity.
The Little Rock, AK (US), site improved water efficiency by installing a closed-loop cooling tower equipped with a smart meter.
The Apple Valley, CA (US), site continued operating the company’s first rainwater harvesting facility, which provides sanitary water and has a storage capacity of 336’000 m³.

Overall water withdrawal reduced slightly compared with 2024, supported by these and other efficiency measures.

Managing the water-related negative material impact

GF’s operations are not water-intensive and no formal water recycling processes are currently in place. Most water withdrawals are used for cooling at production sites through closed-loop systems. While these systems help reduce overall water consumption, the circulating water is not considered recycled, as it is not repurposed or reused beyond its original cooling function.

As a result, monitoring of recycled water is currently not applicable. GF nevertheless continues to evaluate opportunities to implement water conservation measures, including potential recycling programs. Should such initiatives be introduced, monitoring will be reassessed accordingly.

Water quality of withdrawals is not monitored, as water is sourced from municipal or freshwater sources. This approach is expected to remain unchanged.

Water risk assessment for GF’s global facilities

GF has established strategic water-related objectives, reflecting its commitment to effective water management. The company submits an annual response to the CDP Water Security Questionnaire, and achieved an A– score in 2025.

In 2025, GF expanded its water stress analysis by assessing sites using two complementary tools: WRI Aqueduct and the WWF Water Risk Filter. WRI Aqueduct evaluates baseline water stress, seasonal variability, drought and flood risks, and future projections, while the WWF Water Risk Filter incorporates physical, regulatory and reputational factors. While results from both tools were highly comparable, differences in the prioritized sites can also be attributed to updates in the tools and the underlying assessment methodology compared with the Sustainability Framework 2025.

Contextual water metrics are available in Disclosure information: Reporting approach.

Targets and performance

Water

Related SDGs	Target 2025		Status 2025	Progress in 2025

Water intensity
		Reduce water intensity by 20% in high-stress areas.		GF’s Flow Solutions business water intensity in high-stress areas increased compared to 2024, but reduced compared to the 2019 baseline. This was mainly due to a disproportionate decline in production volumes.

• Overachieved • Achieved • Not achieved

Water intensity target

Aligned with Strategy 2025, GF set a target to reduce water intensity by 20% at eight facilities located in high water-stress regions, using a 2018–2020 baseline. While a significant share of water consumption is non-production related, some water is still used in production processes.

In 2025, performance at sites in water-stress areas was negatively affected by external factors, such as reduced production volumes, organizational changes and seasonal variations. In 2025, progress toward the target was below expectations, as these external effects offset the benefits of previously implemented measures.

Metrics

1 The term water consumption refers only to withdrawals from municipal supply, groundwater and rainwater.

Water intensity index

water consumption of sites in high-stress areas per production volume in %

Water consumption at GF sites in high-stressed areas

in 1’000 m3

151

Water intensity

total water consumption in own operations in m3 per CHF million net sales

0.50

ESRS E5 Resource use and circular economy

Standard	Material IRO	Time horizon	Value chain location

ESRS E5: Resource use and circular economy	Resource inflows, including resource use
ESRS E5: Resource use and circular economy	Sourcing and use of virgin materials in the supply chain Actual negative environmental impact arises from GF’s upstream value chain, where the extraction of virgin and finite raw materials - essential for manufacturing GF’s products - contributes to ecosystem degradation, resource depletion and climate change.	Time horizon is not considered	Upstream

	Resource outflows related to products and services
	Promoting a circular economy Actual positive environmental impact arises from the durability, efficiency, and lightweight design of GF products, which promote circular economy principles and resource conservation, generating tangible benefits in sustainable resource utilization.	Time horizon is not considered	Upstream

	Waste
	Reducing waste through circular product design Actual positive environmental impact arises from extending the lifecycle of GF products beyond their initial use, supporting the circular economy and generating tangible benefits through waste reduction.	Short term	Downstream

Time horizons are applicable only for potential impacts, and for risks and opportunities, not for actual impacts.

Approach to resource use and the circular economy

GF applies circular economy principles across the product life cycle, from design to end-of-life, focusing on resource conservation and waste reduction. Key actions include minimizing landfill waste, reusing, reworking and recycling materials in manufacturing, and sourcing more sustainable inputs. Most waste is non-hazardous and robust management systems ensure regulatory compliance. Circularity is also embedded early in product development to maximize environmental efficiency.

Policies related to resource use and the circular economy

GF’s Corporate Policy on Environmental Management drives reduced resource consumption and promotes circular economy principles across its value chain. Key actions include increasing reuse and recycling of materials, prioritizing waste prevention and minimizing landfill and incineration, particularly for hazardous waste.

The Corporate Environmental Standard defines baseline criteria for resource use and waste management, applying the waste hierarchy across all sites. Operational measures focus on eliminating waste at the source, such as designing machinery to reduce scrap, maximizing material reuse or regrinding, minimizing non-recyclable materials, and improving packaging efficiency.

Further details are available in Policy approach to material ESRS topics under Disclosure information: Reporting approach.

Actions

Resource inflows

GF’s resource inflows primarily consist of raw materials, including various types of plastics and metals and components. Packaging materials are also procured. The resource inflow data are available at a supplier specific-level in the procurement system.1

Bio-based raw materials

GF Industry and Infrastructure Flow Solutions has further expanded its portfolio of bio-based2 products by integrating new product lines within its infrastructure business, complementing the existing bio-based PVC-U range for industrial applications3. In 2025, the division sourced the following proportions of bio-based materials for its manufactured systems4:

PVC-U5: 20% bio-based materials in fittings and valves, and 10% in pipes
Blue PE & PP: between 54–68% bio-based materials in pipes

GF Building Flow Solutions has led the shift towards bio-based raw materials through its Uponor Blue product line, which includes the world’s first bio-based PEX pipes, achieving a reduction in carbon footprint of up to 90% compared to traditional fossil-based PEX pipes. In 2025, the division procured the following proportions of bio-based materials for its manufactured systems:

Uponor PEX Pipe Blue: 56–99% bio-based materials
JRG SANIPEX Bio PEX Pipe: 15% bio-based materials

In addition, the Sustainability Assessment process was rolled out in the division in order to ensure circular and sustainable product design criteria are fully implemented in the innovation process.

For more detailed information on renewable input materials by division, refer to the Environmental performance statements section under Disclosure information: Reporting approach.

Resource outflows

GF actively promotes circularity across its operations and product design, collaborating with industrial partners to reuse production scraps, by-products and waste, thereby reducing resource and energy consumption. All manufacturing sites adhere to the 5Rs of waste management – Refuse, Reduce, Reuse, Repurpose, Recycle – with a focus on scrap minimization, sustainable packaging and the reuse of plastics.

In 2025, GF’s Flow Solutions business achieved a 68% recycling rate. It continues to prioritize initiatives that enhance waste management and circularity:

Waste recycling: GF Indonesia reduced curly scrap in fabrication by updating pipe fitting standards.
Sand recycling: Ongoing efforts at the Traisen (Austria) and Sissach (Switzerland) sites avoid approximately 900 tonnes of landfill annually.
Operation Clean Sweep (OCS) Program: GF continued to strengthen its commitment to eliminating pellet loss throughout the Operation Clean Sweep. While our existing participating sites remain active in the program, GF China (Beijing and Yangzhou plants) has signed the OCS commitment but has not yet formally joined the full framework. The next steps will involve participating in the program to be launched in the coming years by the China Plastics Processing Industry Association (CPPIA). These actions reaffirm GF’s global dedication to achieving zero pellet loss in its operations.
PEX shavings recycling at the Apple Valley and Hutchinson site: In collaboration with a recycling partner and an internal cross-functional team, the site implemented a process to separate and recycle PEX shavings from extrusion. Collection bins and clear instructions were introduced across manufacturing areas. As a result, 3.8 tonnes of material per month is now diverted from landfill to recycling.
Chemical recycling of PEX waste at the Virsbo (Sweden) site: In cooperation with a recycling partner and stakeholders in the plastic raw material value chain, the site continues to scale up chemical recycling of PEX manufacturing waste to produce new raw materials. Progress in 2025 was slightly slowed by external capacity and technology bottlenecks, with the goal of fully recycling manufacturing waste by the end of 2026.
Industry-level circular leadership: GF continues to lead circular transformation in the plastic pipe industry. In Switzerland, GF maintains a leading role in the Swiss Plastic Pipe Recycling (SPPR) initiative, a nationwide system for collecting, sorting and recycling end-of-life plastic pipes from civil engineering and construction projects. Each year, approximately 85’000 tonnes of plastic pipes are used in Swiss infrastructure, with an estimated 3–5% recoverable for reuse or recycling. In North America, GF Building Flow Solutions co-chairs a task group within the Plastic Pipe Institute (PPI) to scale PEX recycling through aligned, data-driven initiatives.

These initiatives demonstrate GF’s strong commitment to circular resource management, waste reduction and leadership in sustainable practices across the global plastics industry.

Targets and performance

Waste

Related SDGs	Target 2025		Status 2025	Progress in 2025

Waste intensity
		Reduce by 20% intensity of waste sent to landfill or incineration.		GF reduced the intensity of waste sent to landfill or incineration by 27% compared with the baseline. The primary driver for reaching this target was the implementation of several recycling initiatives globally. In 2025, GF increased its recycled waste, which accounted for 68% of its total waste.

• Overachieved • Achieved • Not achieved

The company has also adopted strategies for managing reusable and repairable materials, for example, regrinding high-density polyethylene (HDPE) for reuse in production. Additionally, certain waste materials, including sand, are sold to other manufacturers, generating revenue and illustrating the benefits of a circular economy.

1 Resource inflow data refers to the incoming resources into an organization, project or system.

2 The bio-based materials used by GF’s Flow Solutions business are derived from renewable feedstocks and partly substitute conventional feedstock for plastics derived from fossil sources. The materials are derived from waste streams and do not compete with food production. Currently, GF uses bio-based materials at production sites in the EMEA region. In other regions, the material is either not available or procuring it is not economically viable. As evidence for procuring bio-based materials, GF accepts International Sustainability & Carbon Certification (ISCC) PLUS versions 3.4.2 and more recent updates.

3 PVC-U systems are available in metric or British Standard.

4 All systems from GF Industry and Infrastructure Flow Solutions can be found on the website.

5 PVC-U is short for polyvinyl chloride unplasticized, the most common PVC type for pipes and fittings used for the transportation of drinking water, sewage and underground drainage, as well as industrial applications in the chemical process industry.

Metrics

Waste disposal per type

in 1’000 tonnes

Unrecycled waste intensity index

unrecycled waste per production volume in %

23% Landfill

9% Incineration

68% Recycling

Waste intensity index

total waste in its own operations in tonnes per million CHF net sales

0.01

Social

ESRS S1 Own workforce

Standard	Material IRO	Time horizon	Value chain location

S1 Own workforce	Employee growth through training and development
S1 Own workforce	Actual positive social impact arises from GF’s culture of continuous learning and personal growth. By providing internal and external training, targeted development programs and regular performance dialogues, GF empowers employees to build skills, adapt to industry changes, and advance their careers, enhancing employee development, engagement and the company’s attractiveness as an employer.	Time horizon is not considered	Own operations

	Diversity and inclusion driving recruitment success
	Actual positive social impact arises from GF’s leadership and DEI training programs, which focus on addressing unconscious bias and promoting inclusive recruitment practices. These initiatives support a more diverse talent pool, enhance employee well-being and contribute to fairer and more equitable organizational outcomes.	Time horizon is not considered	Own operations

	Work-life balance policies enhancing employee well-being
	Actual positive social impact arises from GF’s commitment to a secure and fair working environment, supported by clear employment terms, benefits and flexible workplace arrangements. These measures enhance work-life balance, employee well-being and overall satisfaction, reflecting tangible improvements in working conditions across GF’s operations.	Time horizon is not considered	Own operations

	Providing secure employment conditions
	Opportunity arises from GF’s focus on employer attractiveness and favorable working conditions. By fostering employee well-being, offering secure, flexible and fair employment terms, and enhancing retention, GF generates financial benefits through reduced recruitment costs, improved productivity and greater workforce stability.	Medium term	Own operations

	Workplace cccidents with health and reputational impacts
	Actual negative impact arises from certain GF production facilities operating in hazardous conditions, including metal melting and the use of specialized machinery. Despite annual Zero Risk/Be Aware, Be Safe campaigns, regular safety training and thorough risk assessments, workplace hazards remain, which may result in injuries and reputational damage.	Time horizon is not considered	Own operations

	Reputational risks from work-related accidents
	Risk arises from incidents at GF that may negatively impact employee health and generate financial exposure through reputational harm and liabilities. To mitigate this, GF links the Executive Team’s Short-Term Incentive (STI) to the key performance indicator (KPI) for reducing accident rates, reinforcing a culture of zero risk.	Medium term	Own operations

	Talent shortages
	Risk arises from talent and labor scarcity, as well as demographic shifts in certain regions, which may increase recruitment costs and cause operational delays due to limited workforce availability. GF mitigates this risk through its employer attractiveness strategy, offering compelling roles and maintaining strong connections with schools and universities to secure future talent.	Medium term	Own operations

Time horizons are applicable only for potential impacts, and for risks and opportunities, not for actual impacts.

Approach to managing its workforce

GF has 13’270 employees across 46 countries. A unified corporate culture is essential to sustainable development, supporting Strategy 2025 by enabling employees to collaboratively create innovative solutions for customers, partners and investors.

GF is committed to diversity, equity and inclusion (DEI), fostering collaboration and respect across ethnicities, genders, ages and beliefs. DEI initiatives include unconscious bias training, inclusive recruitment practices and programs such as Women in Leadership (WIL), which enhances female visibility, development and networking.

Aligned with Strategy 2030 and the “OneGF” approach, GF is transforming its HR function to better support strategic priorities. The rollout of a Workday platform across 40+ countries by 2026 will standardize processes, strengthen foundations and improve user experience.

GF’s Global People Strategy is built on four pillars:

Transformation: HR operating model and risk management.
Global Rewards: Unified compensation and benefits balancing global consistency with local relevance.
Talent and Culture: Leadership development, capability-building and culture initiatives.
Global Services, Systems & Analytics: Data-driven HR ecosystem delivering intelligence and high-quality services.

GF operates production facilities with heightened occupational risks. Health and safety are embedded in operations through continuous improvement, awareness campaigns, audits and reporting systems, promoting shared responsibility across all levels.

To attract and retain a skilled workforce, GF provides competitive working conditions, mitigating recruitment challenges and supporting effective knowledge transfer.

In line with its Corporate Policy on Human Rights and Code of Conduct, GF is committed to protecting vulnerable individuals, including migrant workers, women, minorities and young or aging employees.

Policies related to own workforce

GF is committed to supporting employees in building healthy, equitable and resilient futures. This commitment is embedded in company policies and practices, including the Code of Conduct, which outlines GF’s values and guides ethical business conduct.

The Code affirms GF’s dedication to equal opportunity, fair compensation and freedom of association (Chapter 3, Section a. Principles). It explicitly prohibits discrimination based on personal characteristics such as age, gender identity, ethnic background, disability or social origin (Chapter 3, Section b. Respecting human rights). GF actively works to remove barriers and foster an inclusive work environment where individuals with disabilities or specific needs can contribute fully according to their strengths.

Policy on employee health and safety

The Corporate Policy on Occupational Health and Safety, and GF’s internal Health and Safety Standards form a comprehensive framework that is continuously updated to address health and safety risks. These standards provide essential guidelines across the organization, covering regulatory requirements, safe operating practices, protocols for high-risk areas and incident reporting requirements. Most GF manufacturing sites also comply with ISO 45001, the international standard for occupational health and safety management, aimed at minimizing accidents and injuries.

Policy on non-discrimination

GF is committed to upholding human dignity and fostering a workplace culture of fairness, respect and inclusion. In line with the Code of Conduct, Corporate Policy on Human Rights and Code for Business Partners, all forms of discrimination are strictly prohibited, including on the basis of age, gender identity or expression, skin color, national origin, ethnicity, religion, disability, sexual orientation, political affiliation, familial status, social background or any other legally protected attribute.

GF expects its business partners to uphold these principles within their operations and supply chains, embedding respect for human rights and non-discrimination throughout the value chain.

Policy on human rights

GF recognizes human rights as fundamental rights and standards to which every individual is entitled. Upholding human and labor rights is a universal expectation across all GF operations. These considerations are embedded throughout GF’s business practices, codes and corporate policies.

GF policies and human rights alignment

GF policy	Human rights supported

GF Code of Conduct	Fundamental rights, freedoms and standards to which every human being is entitled
GF Code for Business Partners	Commitment to internationally recognized human rights Support and promotion to prevent human rights violations
Corporate Policy on Human Rights	Priority of human rights within GF and its supply chain
Corporate Policy on Conflict Minerals	Environmental rights Rights of local communities Rights of indigenous peoples Right to safe and healthy working conditions
Corporate Policy in Environmental Management	Right to a healthy environment
Corporate Policy on Digital Responsibility	Right to personal data protection Right to privacy in the digital realm
Corporate Policy on Occupational Health and Safety	Right to health Right to life and physical security Right to safe and healthy working conditions
Corporate Policy on Diversity, Engagement and Inclusion (DEI)	Freedom from discrimination Right to just and favourable work conditions Protection of family rights
Corporate Policy on Reporting Incidents and Internal Investigations (Whistleblower & No Retaliation)	Right to information Freedom of expression Right to privacy Freedom from retaliation Right to seek remedy

To learn more about how human rights are addressed in these policies, refer to the Human Rights Report on to the GF corporate website and the Policy approach to material ESRS topics section under Disclosure information: Reporting approach, for further details on workforce policies.

Process for engaging with own workforce

Employee engagement

GF values ongoing dialogue with employees, recognizing their perspectives as central to addressing IROs and driving long-term success. Engagement occurs through direct conversations, employee representatives, trusted intermediaries and regular surveys that inform strategic and operational decisions.

In 2025, GF conducted a shortened “snapshot” survey to capture employee engagement at the close of Strategy 2025 and to support the development of Strategy 2030. The survey focused on company culture, leadership, organizational change, career growth, wellbeing, and diversity, equity and inclusion. Participation was 75%, demonstrating strong employee involvement in providing feedback, while 77% of employees indicated they would recommend GF as an employer, just below the Sustainability Strategy 2025 target of 80%. Typically, employee engagement decreases during periods of significant change, as organizational culture, workforce composition, and ways of working adjust. Despite this, the rate remains 2% above the Perceptyx benchmark1, reflecting continued employee commitment to GF’s values and long-term strategy.

Survey results highlighted areas for improvement, guiding initiatives to enhance culture, leadership, communication and overall employee experience. From early 2026, senior leaders will define and implement ideas to further strengthen employee engagement and organizational excellence. By treating feedback as a strategic resource, GF reinforces its accountability and commitment to creating a safe, respectful and empowering workplace, thereby supporting both sustainability and long-term value creation.

2025 employee engagement survey results


I would recommend GF as an employer. 77% Favorable 17% Neutral 6% Unfavorable			The stress levels at work are manageable. 60% Favorable 21% Neutral 19% Unfavorable

I am able to balance my work and personal life. 75% Favorable 15% Neutral 10% Unfavorable			If I report an incident of discrimination, I am confident it will be appropriately addressed. 70% Favorable 21% Neutral 9% Unfavorable

Engagement beyond the workplace

The GF Water Foundation extends GF’s sustainability commitments through humanitarian aid, community development, skills-building and ecosystem preservation. Employee engagement is central, driving three key mandates:

Foundation-led projects: Carried out via global partnerships, these initiatives leverage GF employees’ technical, business and entrepreneurial expertise to create sustainable impact while fostering personal and professional growth.
Employee-led initiatives: Realized through the OneGF Impact Fund, launched in 2025. This company-wide initiative empowers employees to create positive impact for society and the environment by supporting a wide range of employee-led projects. Employees can contribute in many ways by developing their own ideas or by joining existing projects with their skills and time. The OneGF Impact Fund enables employees to support local communities, share professional expertise, volunteer their time, build new skills or collaborate with partners. Engagement in this mandate is more focused and in-depth, allowing employees to directly shape projects and drive meaningful change.
GF Walk for Water: Thousands of employees participate annually in this 2 km symbolic walk, raising awareness and funds for safe water access. Employees also organize, support and volunteer, connecting globally to the Foundation’s mission and GF’s values.

Across all mandates, employee involvement enhances the Foundation’s effectiveness, ensures long-term impact and embeds its mission in GF’s culture and business.

Further details are available on the GF Water Foundation webpage.

Speak-up process and non-retaliation

GF offers multiple reporting channels, including the GF Transparency Line, a secure, anonymous whistleblowing system available 24/7 in nine languages.

Employees can also raise concerns directly with supervisors, the Head of Corporate Compliance or the Corporate Legal Department. These channels protect the identity of reporters and ensure timely, respectful resolution.

GF’s Non-Retaliation Policy guarantees that no employee faces discrimination or retaliation for reporting concerns in good faith. This principle is embedded in the Code of Conduct and aligns with EU Directive 2019/1937.

Actions

Culture Movement

Engaged and motivated employees are central to GF’s success. Launched as part of Strategy 2025, GF’s Culture Movement embeds the company’s core values into daily work across the organization worldwide. These values define how employees collaborate and lead:

Performance is about speed and excellence. GF strives not only to keep pace with an ever-evolving landscape, but to shape the future and lead its markets.
Learning is about having an open mind. In a fast-changing world, GF encourages proactive behavior, curiosity and openness to new ideas, concepts and methods.
Caring is about being part of a team. GF fosters a supportive, trust-based and collaborative environment where people come together, engage in constructive dialogue and enable high-performing teams.

By the end of Strategy 2025, these values were fully integrated across the organization through the efforts of Change Agents, Culture Ambassadors and leadership teams. A major milestone in 2025 was GF Building Flow Solutions’ first Culture Week, uniting over 5’800 employees across 85 locations, with strong support from newly trained Culture Ambassadors.

Looking ahead, GF will continue advancing toward a unified, locally driven “OneGF Culture” that connects all businesses and regions.

Human Rights Due Diligence (HRDD) process

GF’s Human Rights Due Diligence (HRDD) framework ensures that human rights are understood and responsibly managed across all operations. Built on six core elements and reinforced through stakeholder engagement, it enables GF to proactively identify and address potential human rights risks throughout the value chain.

Through human rights risk assessments, GF has identified potentially salient issues, including country-specific risks, which are further analyzed based on the company’s level of influence and the potential severity of impacts. These risks are integrated into GF’s Enterprise Risk Management (ERM) framework under the sustainability risk category, alongside climate change, biodiversity and supply chain transparency, ensuring a systematic assessment across the organization. Human rights considerations are also embedded in GF’s double materiality analysis, reflecting both financial and impact perspectives.

In 2025, GF published its first dedicated Human Rights Report, providing stakeholders with a comprehensive overview of the company’s commitments, risk assessments and efforts to embed human rights across operations and business practices.

GF’s six core elements of human rights due diligence

Promoting diversity and inclusion

In 2025, GF strengthened its commitment to diversity, equity and inclusion (DEI) through collaborations with leading institutions and experts, including the Competence Centre for Diversity & Inclusion at the University of St. Gallen and Advance – Gender Equality in Business.

The DEI team supported the organization on topics such as leadership, overcoming barriers, mental health, empowerment and effective communication, helping to foster a more inclusive workplace.

GF’s Women in Leadership (WIL) program continued to advance gender equality by supporting female employees in developing their leadership skills and a growth mindset. In 2025, the program introduced a new coaching component, pairing participants with experienced leaders for personalized guidance and mentorship. This initiative strengthens internal networks and reinforces GF’s commitment to empowering women in leadership roles.

GF also continued its unconscious bias training, led by internal trainers, to promote equitable recruitment and talent management. These sessions equip HR professionals and recruiters with tools to foster fair hiring and promotion practices, supporting the attraction and retention of diverse talent.

In addition, networking opportunities for women in leadership were expanded. In 2025, female Board members hosted a panel discussion and networking session with women across GF, fostering connection, inspiration and professional development, while underscoring the company’s commitment to inclusive leadership.

Tracking and measuring women’s progress in the workplace

	Women on the Board of Directors At the end of 2025, 57% of GF’s Board of Directors were women, well above the global average (30%) and the Swiss average (24%), demonstrating GF’s commitment to inclusive leadership.
	Female employees overall In 2025, women represented 23% of GF’s workforce, a stable ratio compared to 2024. Representation remains lower in production roles, reflecting structural challenges typical of the industrial sector.
	Women in management positions In 2025, women held 24% of GF’s management positions, continuing a steady increase since 2021. Management positions include members of the management board and roles reporting directly to a managing director.
	Newly appointed female managers As part of the Sustainability Framework 2025, GF set a target of 25% women among newly appointed managers, which has been achieved. In 2025, 25% of new management appointments were women, above the 21% recorded in 2024. The figure includes both internal promotions and external hires.
	Gender equality In 2025, GF completed the Women’s Empowerment Principles (WEPs) Gap Analysis Tool self‑assessment, a business‑driven framework that supports companies in evaluating their gender‑equality performance across leadership, workplace, marketplace and community dimensions. The results positioned GF as an improver company, indicating that the organization has already taken concrete steps to introduce relevant policies and practices and is progressing toward a more strategic approach to implementing its commitments, as well as measuring and reporting progress. These results provide a solid foundation for developing an action plan in 2026. Throughout the year, GF promoted diversity, equity and inclusion through events focused on confidence, stress management and mental health. International Women’s Day celebrated female colleagues’ achievements, featuring videos on overcoming challenges and lessons learned. GF also hosted Inspiring Inclusion workshops to enhance dialogue, collaboration and cultural understanding, fostering a workplace where all employees feel valued and included.

Preventing discrimination and promoting equal opportunities

GF promotes diversity and equal opportunity at all levels, guided by its Corporate Policy on Diversity, Engagement and Inclusion (DEI), which ensures equitable access to development, resources and opportunities.

To embed inclusivity in daily operations, GF actively:

Addresses unconscious bias
Encourages diverse perspectives and ideas
Ensures fair treatment and equal access to opportunities
Fosters a respectful and inclusive work environment

Preventing discrimination in recruitment

GF’s recruitment policy supports fair, merit-based hiring and encourages applications from underrepresented groups. Candidates with disabilities are given equal consideration and supported through reasonable accommodations.

Preventing discrimination in supplier selection

GF values the innovation and competitiveness that diverse suppliers bring. A non-discriminatory approach is applied across all suppliers, including SMEs and historically underrepresented groups, ensuring that qualified diverse suppliers are included whenever possible.

Gender Responsible Marketing

In line with the commitment in our Code of Conduct to not perpetuate any form of discrimination, including based on gender identity or gender expression. GF applies a gender responsible approach to marketing. As part of our briefing and production processes, we assess the portrayal of gender to ensure we do not reinforce stereotypes and that our marketing reflects a diverse range of genders and ethnicities, including all genders and ethnicities.

All materials and all models selected for images or videos in our campaigns are reviewed to prevent negative gender stereotypes. We also ensure that our visuals and narratives represent the diversity of our customers and employees, so our campaigns remain inclusive toward all genders and ethnicities.

Health and safety measures

	Safety culture and leadership engagement In 2025, GF implemented global observation programs, pre-shift meetings and behavior- based training. Leadership-led safety walks, peer reviews and the Detect the Unexpected campaign empowered employees to identify hazards.
	Safety training Safety culture was enhanced through targeted training, harmonized onboarding and digital learning. Employees received ISO 45001 auditor certifications and completed OSHA 10-Hour training, strengthening internal auditing and safety standards. Leadership development included intensive safety boot camps, while e-learning modules, multilingual safety one-pagers and standardized onboarding reinforced GF’s Zero Risk mindset across all divisions.
	Incident and illness prevention The prevention-first approach was reinforced by requiring all employees to promptly report occupational and non-occupational incidents. Companies tracked incidents, unsafe conditions and illnesses to guide interventions. Key measures included integrating bandsaw and pipe-handling safety into annual Cross-Site Safety Audits (CSSAs) and conducting regular plant safety walks to detect risks early and drive continuous improvement.
	Job safety analysis The Job safety analysis (JSA) was expanded across GF’s global operations. JSAs were completed, updated and integrated into safety audits to mitigate risks, while lessons learned were shared through training to ensure consistent standards and continuous improvement.
	Early reporting The following safety milestones were recorded across all divisions: Safety observations: Over 20’200 observations were submitted, demonstrating proactive risk identification. Near misses: Over 7’000 near misses were reported, providing critical insights for learning and prevention.
	Certifications and standards In 2025, certification efforts enhanced GF’s health and safety performance. Sites demonstrated strong compliance with ISO 45001, with fewer minor non-conformances, and no major findings. Global audits and management reviews ensured alignment with international standards and strengthened the management system. 53% held ISO 45001 occupational health and safety management systems certification. 29 CSSAs were conducted globally, promoting accountability and continuous improvement across sites.

Audit category	Description	Number of audits

CSSAs	Cross-site safety audits	29
ISO 45001	Occupational health and safety management audits	52
Other	Pipe loading/unloading audit	7
Total	Sum of all audits performed in 2025	88

Audit category	Description	Number of audits

Internal audits	Audits conducted by GF teams	44
External audits	Audits conducted by third-party certifiers	44
Total Audits	Sum of all audits performed in 2025	88

To view all audits of GF sites, refer to the Environmental, Health and Safety Audits list on GF’s corporate website.

Employee health and well-being

GF promotes holistic employee well-being through targeted health initiatives, safety programs and region-specific medical services. In Switzerland, GF Health provides occupational safety, training and counselling across Schaffhausen, Seewis, Sissach and Subingen.

In 2025, GF Health celebrated its 100th anniversary, highlighting a century of support for employees based in Switzerland. Key initiatives included:

Professional and confidential employee counselling
Career planning workshops (My Perspective 45+)
Mental health awareness programs and addiction prevention for apprentices
Safety training for more than 800 employees across all four sites (Schaffhausen, Seewis, Sissach, and Subingen)
A mindfulness trail featuring five islands of mindfulness was created in the Arboretum of the Klostergut Paradies
Holistic guidance for shift workers
Retirement preparation courses
The ongoing How Are You? campaign for mental health awareness
Mandatory e-learning on personal integrity protection
Access to local fitness options, including bouldering and badminton

Further details about the 100 Years of GF Health are available in the anniversary brochure.

Global well-being programs include:

Ergoffice: Voluntary exercises via MS Teams to improve circulation and prevent muscle tension.
Mental Health Matters: Joint DEI event promoting stress management, resilience and practical tools.
Americas: 24/7 support through ComPsych (US) and Employee & Family Assistance Program (Canada), online therapy via Learn to Live, fitness reimbursements and community wellness initiatives.
EMEA: Psychological safety training, mindfulness apps such as Meditopia, ergonomic assessments, safety and first aid training, mindful eating courses and progressive muscle relaxation sessions.

Career development

GF ensures transparent employment terms and benefits often exceeding legal requirements. Flexible working arrangements help employees balance professional responsibilities with personal life, supporting job satisfaction, family well-being and overall mental health.

Career advancement is supported through comprehensive training and development programs, ensuring equal access to growth opportunities in a rapidly evolving digital industry. Employees are encouraged to take ownership of their professional development through initiatives such as:

Training programs and workshops across technical, management and digital skills.
Mentoring, succession planning and cross-divisional talent rotation to strengthen organizational capabilities.

For detailed training metrics, including employees trained and training days, see the Social performance statements under Disclosure information: Reporting approach.

Employee development and training

GF’s commitment to employee development enhances its reputation as a preferred employer, supporting workforce retention and maximizing talent opportunities. Development programs include succession planning for critical roles, mentoring high-potential employees, management training via the GF Academy and cross-divisional talent rotation to strengthen organizational capability.

The MyPerformanceDevelopment@GF program provides a standardized framework combining performance evaluations with discussions on personal development, mobility and future goals, ensuring consistent feedback and empowering employees to take ownership of their growth.

In 2025, overall completion of the MyPerformanceDevelopment@GF program was approximately 83%, including employees tracked via both system and paper-based processes.

MyNextBigStep@GF is a complementary program offering tailored opportunities for employees seeking new challenges and responsibilities, helping to develop future leaders and specialists. Employees can initiate participation annually during their

MyPerformanceDevelopment@GF review.

Apprenticeship training

GF is committed to developing a skilled and confident workforce through technical and commercial apprenticeships that cultivate trade skills among young people. In 2025, 205 apprentices across Austria, Germany, Switzerland and the US participated in programs aligned with national vocational education regulations.

With a legacy spanning more than 130 years, GF has a long tradition of apprenticeship, with records of its earliest apprenticeship contract dating back to 1893. In 2025, GF further enhanced this tradition with the introduction of a module based on The 7 Habits of Highly Effective Teens, adapted specifically for apprentices. This program supports both professional and personal development, building self-confidence, strengthening teamwork and addressing topics such as friendship, emotional well-being and interpersonal relationships.

A full overview of GF’s apprenticeship locations is available on the GF website.

Social protection

	Sick and medical leave GF provides medical leave in accordance with local laws, with duration and compensation varying by location and employment status. We recognize the importance of rest and personal time. Paid time off (PTO) is granted based on local company policies, supporting employees in taking time to recharge or care for themselves or their dependent(s).
	Employment injury Across all operations, work absences due to illness or accidents are handled in accordance with local laws. Programs are in place to support employee recovery and facilitate a safe, timely return to work, with employees encouraged to actively engage in reintegration measures.
	Maternity and paternity leave GF supports the well-being of parents and children by providing maternity and paternity leave in line with local laws across all operations. Where possible, the company offers additional paid leave beyond legal requirements to support families during this important stage of life.
	Persons with disabilities GF promotes the inclusion of employees with disabilities, valuing their contributions to a diverse and innovative workforce. Reasonable accommodation such as accessible workspaces, adaptive tools and flexible arrangements are provided whenever possible, unless they cause undue hardship.
	Employee support programs GF offers flexible working models to support diverse life situations and promote work-life balance, including reduced hours before retirement and time for personal or voluntary activities. Generally available options include part-time work and job sharing, unpaid leave, flexible working hours and working from home. Availability varies by location, employment status, local regulations and applicable collective agreements.

Targets and performance

Own workforce

Related SDGs	Target 2025		Status 2025	Progress in 2025

Diversity and inclusion
		25% of newly appointed managers are women.		Women accounted for 25% of newly appointed managers; the target was thus achieved.
Employee engagement
		At least 80% of employees consider GF an employer of choice.		In 2025, GF conducted a shortened “snapshot” survey to assess employee engage- ment at the close of the Strategy 2025 cycle. A signifi- cant majority of respondents recommended GF as an employer of choice (77%1).
Health and safety
		Reduce accident rate by 30%.		GF’s accident rate dropped to 3.3 LTIFR in FY 2025. The total number of accidents was 87 (whereof 86 included in the LTIFR2, compared with 103 in 2024).

• Overachieved • Achieved • Not achieved

1 The expectation advocacy result reflects a time of significant transformation, including the integration of the Building Flow Solutions division and the divestiture of GF Machining Solutions and GF Casting Solutions. As employees adapt to new structures, processes and leadership, GF is enhancing communication and strengthening leadership alignment to support stability, engagement and confidence in the company’s long-term direction.

2 One accident occurred at a site that is not part of the group target, as it reported for the first time in 2025. Further information is available in Disclosure information: Reporting approach.

Metrics

All workforce metrics, including demographics, persons with disabilities, training and development, health and safety, diversity, collective bargaining coverage, employee engagement and business ethics, are detailed in the Social performance statements section of Disclosure information: Reporting approach.

Collective bargaining coverage and social dialogue

As of 31 December 2025, 59% of GF’s headquarters and Industry and Infrastructure Flow Solutions workforce was covered by collective bargaining agreements. GF respects its employees’ right to join unions, participate in employee representation bodies, and engage in collective bargaining without fear of discrimination or retaliation. Data for GF Building Flow Solutions division is not yet available, and was therefore excluded from the figure.

The company upholds the principles of the International Labour Organization (ILO) , including the Discrimination (Employment and Occupation) Convention, and ensures employees can organize, assemble peacefully and bargain collectively in accordance with local laws.

Collective bargaining agreements exist across multiple GF entities worldwide, including Austria, China, Finland, France, Germany, Japan, Sweden, Switzerland and Taiwan. In regions where co-determination is legally mandated, GF protects and values these rights.

Further details on employee coverage are available under Social performance statements in the Disclosure information: Reporting approach.

Adequate wages

GF ensures all employees receive fair and equitable compensation for comparable work, regardless of gender, nationality or personal characteristics. Corporate Global Rewards oversees this commitment by maintaining a competitive, market-aligned pay system and conducting regular benchmarking.

Training and skills development metrics

The total number of training days, covering both internal and external programs, for all GF employees listed under the figure total workforce, as well as the average number of training days per employee, are presented in the Disclosure information: Reporting approach section under Social performance statements.

Remuneration metrics (pay gap and total remuneration)

In 2025, GF received the Market Pay Equity certificate, confirming that Swiss base salaries meet federal gender equality standards. The company is also preparing data and calculations for upcoming EU pay transparency disclosures under the EU Pay Transparency Initiative.

Incidents, complaints and severe human rights impacts

In 2025, GF monitored reports of harassment, discrimination and data protection issues via the GF Transparency Line (see Reporting Misconduct under G1 Business Conduct). No external allegations were recorded on the Business & Human Rights Resource Centre platform, and the OECD Watch database reported no complaints against GF regarding corporate harm or misconduct.

Governance

ESRS G1 Business conduct

Standard	Material IRO	Time horizon	Value chain location

ESRS G1: Business conduct	Strengthening corporate culture through Internal Initiatives
ESRS G1: Business conduct	Positive impact arises from the GF Culture Movement initiative, which embeds the core values of Performance, Caring and Learning into daily work practices. By fostering motivation, employee satisfaction, and enhanced performance, GF strengthens its corporate culture and generates tangible benefits for both employees and the organization.	Time horizon is not considered	Own operations

	Local practices challenging corporate culture
	Risk arises from operating in multiple countries with distinct local customs that may conflict with GF’s company culture. Such cultural misalignments can reduce employee engagement and motivation, potentially increasing retention costs and operational expenses.	Long term	Own operations

	Compliance with sustainability regulations
	Risk arises from the increasing global sustainability regulations, which may lead to non-compliance, resulting in financial penalties and reputational harm. GF mitigates this risk by actively monitoring applicable regulations and implementing measures to ensure compliance.	Medium term	Own operations

Time horizons are applicable only for potential impacts, and for risks and opportunities, not for actual impacts.

Approach to business conduct

GF upholds high ethical standards across all operations, including employee conduct, digital presence and product information. The Head of Corporate Compliance (HCC), supported by the Corporate Compliance team and Internal Audit, ensures compliance with laws, regulations and global ethical standards. The HCC reports to the General Counsel and, where necessary, directly to the CEO, ensuring leadership is informed of critical matters.

GF’s compliance management system (CMS) provides a structured framework for the organization, Executive Committee and Board of Directors. It encompasses policies, communication, training, monitoring and investigations. In addition, the HCC team provides strategic guidance, supporting responsible decision-making across all levels of governance.

Policies related to business conduct

GF’s corporate culture is reflected in its Code of Conduct, which defines the company’s mission, values and ethical principles. It provides guidance on whistleblowing, employee conduct and engagement with customers, shareholders and other stakeholders, ensuring consistent professional behavior. Available in 19 languages, the Code aligns GF’s global workforce around shared ethical standards.

It explicitly prohibits all forms of corruption, including bribery and inappropriate benefits, whether direct or through intermediaries, and applies across all jurisdictions. The internal GF’s Corporate Policy on Combating Corruption complements the Code of Conduct by providing detailed guidance to help employees prevent, identify and address unethical practices. These policies cover key topics such as:

Acceptance of gifts and invitations	Corruption (intermediary relationships)	Document management	Conflicts of interest

Further information on GF’s business conduct policies, including supplier-related policies, are available in the Policy approach to material ESRS topics section under Disclosure information: Reporting approach.

Procedures to investigate unlawful behavior, including corruption and bribery allegations/incidents

GF investigates all allegations of unlawful behavior, including corruption and bribery, through a structured, impartial process. Guided by the internal Corporate Policy on Reporting Incidents and Internal Investigations, investigations are initiated promptly, maintain confidentiality, protect all parties’ rights, and comply with legal and ethical standards. Qualified personnel collaborate with relevant departments’ document outcomes, and implement corrective actions. The guideline ensures investigations are fair, transparent, and aligned with internal policies and applicable laws, fostering accountability and trust across all operations.

Non-Retaliation Policy

GF prohibits retaliation against employees who raise compliance concerns in good faith. Line managers or employees who retaliate are held accountable. The Corporate Legal Department safeguards the identity of reporters, protecting them from discrimination or retaliation.

Actions

Management of supplier relationships

GF relies on a global network of supply partners to provide materials for its essential and innovative products. Suppliers are carefully selected to ensure ethical sourcing and compliance with applicable laws, regulations and standards.

GF supports suppliers in improving their sustainability performance and requires adherence to its Code for Business Partners, which is agreed upon during the bidding or incorporated into contractual terms. The Code requires suppliers to:

Adhere to ethical business practices covering labor, the environment, health and safety, and management systems
Continuously integrate and improve these principles
Ensure full compliance with applicable laws and regulations

The Code emphasizes respect for human rights and now includes climate action, pollution prevention, biodiversity, land use and deforestation.

Supplier sustainability performance

Sustainability evaluations are a core element of GF’s responsible sourcing initiatives and the Sustainability Framework 2025, supporting supplier transparency. In 2025, all GF divisions adopted the Prewave tool, with spend data alignment resulting in 91% of relevant expenditures assessed, thus overachieving the target. GF has established a structured methodology to evaluate procurement spend and support compliance with applicable regulations.

Prevention and detection of corruption and bribery

To specifically prevent and reduce the risk of breaches of anti-bribery and anti-corruption legislation or even the perception of such breaches, GF has implemented a compulsory e-learning program for employees.

GF strengthens compliance by equipping employees and leaders with tools and training to identify and manage risks, promote ethical decision-making and ensure adherence to policies, fostering a culture of accountability.

To prevent breaches of anti-bribery and anti-corruption legislation, senior leaders, CFOs, individuals in key functional roles and employees involved in contracts or client interactions at GF are required to complete an e-learning program. In 2025, the completion rate for this program was 97.5%, with the remaining participants scheduled for follow-up.

Compliance training overview

Compliance training is delivered by the HCC team and supported by e-learning modules managed and assessed by the GF Learning Management System team.

In 2025, a total of 17’429 e-learning sessions were completed. The breakdown by topic was as follows:

4’640 completions of anti-bribery and anti-corruption training
3’913 completions of antitrust and competition law training
3’051 completions of export controls and sanctions training
5’825 completions of data protection training

Political influence and lobbying activities

GF does not engage in political activities or make contributions to political parties or individual politicians. In 2025, no political contributions were made. Any exceptions would require prior approval from the CEO or the Executive Committee. While refraining from direct political engagement, GF may express positions on social matters that directly affect the company or on topics where it has relevant expertise. For broader industry-related issues, GF relies on industry associations to advocate collectively.

GF actively engages with regional, national and international organizations, including industry associations, economic development bodies, innovation networks, sustainability platforms and chambers of commerce, contributing to thought leadership, policy dialogue and collaborative initiatives that support sustainable industrial development and responsible business conduct.

Further details on Memberships can be found in the Corporate Governance Report.

Payment practices concerning small and medium-sized enterprises (SMEs)

GF’s payment practices are designed to promote transparency, fairness and financial resilience across its supplier base, with a particular focus on SMEs. These practices are governed by the General Purchase Conditions, they set clear requirements for invoicing, payment terms and supplier engagement. Invoices must include order number, article description, quantities, unit price, consignee and destination. Standard payment terms are 90 days net from month-end, with multiple monthly runs ensuring timely settlement.

To support SME liquidity, GF offers supply chain financing, allows suppliers to propose terms aligned with their business models, and applies a non-discriminatory approach across all suppliers. Payments may be proportionately withheld in cases of defective goods or missing documentation. Contractual arrangements permit the offsetting of claims between GF and suppliers or affiliated companies. Written consent is required for claim assignments, and bank guarantees are provided for advance payments.

Targets and performance

Governance

Related SDGs	Target 2025		Status 2025	Progress in 2025

Supply chain
		Perform sustainability assessments for 80% of procurement spend.		GF evaluated 91% of its relevant procurement spend, overachieving its five-year target. The company uses artificial intelligence-driven assessments to evaluate the sustainability performance of its suppliers.

• Overachieved • Achieved • Not achieved

Incidents of corruption or bribery

GF recognizes that customer-facing functions, such as sales and marketing, and roles involving third parties, including procurement and distributor management, are particularly exposed to corruption and bribery risks.

To address these risks, GF has implemented measures aligned with the Code of Conduct and internal policies, including:

Regular employee training on corruption and bribery prevention.
Due diligence protocols for third parties.
Ongoing monitoring through audits.
Controls on hospitality and gifts with clear guidelines.

GF expects business partners to uphold comparable standards to its own, in line with the Code for Business Partners. Reports of potential incidents are taken seriously, with multiple reporting channels available. All reports are reviewed by the HCC, investigated where appropriate and if substantiated, addressed through corrective and preventive actions (CAPAs) to resolve issues and prevent recurrence.

Metrics

Reporting misconduct

Confirmed cases of misconduct are subject to appropriate sanctions. As at the reporting date, no internal investigations were ongoing in relation to the reports received in 2025.

Type of allegation1	Notifications

Alleged fraud or theft	4
Alleged discrimination	12
Alleged unfair competition	0
Alleged conflict of interest	3
Alleged corruption	0
Alleged bribery	0
Data privacy incident reports2	16
Alleged sexual harassment	4
Other alleged misconduct or general inquiries3	38
Customer data privacy issues	1
Total	78

1 Allegations represent incidents reported via GF’s third-party whistleblowing system. These reports do not necessarily constitute confirmed breaches.

2 The reported data privacy incidents are not received via the GF Transparency Line but are registered through GF’s OneTrust Incident Register. These reports are submitted through the dedicated privacy reporting channels: the Privacy Web Form, the dataprotection@georgfischer.com mailbox and by telephone. In addition, GF recorded one personal data breach involving external individuals (non-employees) under Article 33 GDPR, which was reported to the competent supervisory authorities in two countries as a precautionary measure.

3 This category covers potential Code of Conduct violations that are primarily HR-related and do not involve sexual harassment, discrimination or conflicts of interest.

For more information on incidents reported via the Transparency Line, refer to the Corporate Compliance section of the Corporate Governance Report. In addition, see the section Speak-up process and non-retaliation under S1 Own workforce.

Disclosure information: Reporting approach

Basis for preparation

This report covers the period from 1 January to 31 December 2025, consistent with GF’s Annual Report. Sustainability Reports dating back to 1997 are available on the GF website and in the Corporate Archives.

The report aligns with the Corporate Sustainability Reporting Directive (CSRD) and builds on the 2024 CSRD pilot. To streamline reporting, it includes an ESRS Index referencing interoperability with ISSB and GRI Standards. Reporting follows selected ESRS requirements and, more extensively, the Greenhouse Gas Protocol and the SASB framework for the Industrial Machinery & Goods sector.

GF annually submits energy, greenhouse gas and water data to the Carbon Disclosure Project (CDP). Emissions are categorized as Scope 1, 2 and 3 in line with the Greenhouse Gas Protocol.

GF divested its Machining Solutions business on 30 June 2025 and the automotive business of GF Casting Solutions, after the reporting period, on 12 February 2026. For comparability, 2025 target performance charts include only Flow Solutions (GF Industry and Infrastructure Solutions and GF Building Flow Solutions). Five-year social and environmental performance statements present results for both Flow Solutions and total GF, including discontinued operations. For all data points with annual reporting cycle (mainly workforce statistics and Scope 3 emissions) GF Machining Solutions is excluded for 2025.

GF announced the acquisition of VAG-Group in May 2025 and completed the transaction in October 2025. In line with the GF Corporate Instruction on Sustainability, newly acquired companies have up to one year to be integrated into sustainability reporting. VAG-Group data will therefore be included starting with the 2026 Sustainability Report.

This Sustainability Report covers GF affiliates listed in the Financial Report, excluding entities associated for less than a full year. Companies with fewer than ten employees report work-related accident data only.

Topic-specific IROs

A detailed overview of material impact, risks and opportunities (IROs) and their relevance to GF’s strategy and business model is provided in the IRO table at the beginning of each chapter. Each table summarizes each IRO’s description, type (impact, risk or opportunity), whether the effect is positive or negative, and its location within the value chain.

Time horizons

GF assesses sustainability-related risks over strategic cycles of five years and, where relevant, over longer planning horizons. Following the conclusion of the Sustainability Framework 2025, GF is expanding its approach to include commitments that address long-term climate-related risks, particularly those extending beyond ten years.

Time horizons are defined as:

Short term: 0-1 year (aligned with budget planning)
Medium term: 1-3 years
Long term: ≥5 years (aligned with strategic cycles, with potential extension)

Each chapter of this report begins with an IRO table indicating the relevant time horizon. This helps clarify whether a risk or opportunity is expected to emerge in the near term or over a longer strategic period. Time horizons are also incorporated into climate risk assessment outcomes to illustrate how climate-related impacts may evolve across different planning intervals.

Incorporation by reference

If a required statement is not included in the Sustainability Report, cross-reference is provided to the relevant sections of other corporate reports, including the Management Report, Corporate Governance Report, Compensation Report and Financial Report.

Scope of data collection and reporting

In the year under review, GF’s Flow Solutions business approximately 82% of Group companies reported social and environmental indicators, covering 84% of the total workforce and 90% of production companies.

In 2025, reporting boundaries were adjusted to reflect organizational changes:

Divestment of Machining Solutions (30 June 2025): Consumption data from the discontinued division remains included in the 2025 data column.
GF Hakan relocation: Operations were moved at the end of 2024 from Sanliurfa to Cerkezkoy (both in Turkey).
For changes prior to 2025, refer to the Sustainability Report for that year, available on GF’s website.

Consistent with previous reporting periods, the consolidation approach in the Sustainability Report 2025 mirrors those used in financial reporting:

Consolidation scope: Includes GF and all GF Corporate Companies that GF directly or indirectly controls for the full year either through ownership of more than 50% of the voting rights or through the ability to influence operational and financial policies. These entities are fully consolidated.
Joint ventures: For entities in which GF holds a joint venture interest of 50% or less, environmental, health and safety, workforce and financial data are proportionally adjusted.

This approach aligns with GF’s financial reporting consolidation scope under Swiss GAAP FER, ensuring consistency and traceability. In line with the Greenhouse Gas Protocol, GF applies both the equity share and financial control approaches. GF acknowledges that the combined use of these approaches may result in double counting in certain cases, for example, where multiple shareholders report emissions from the same legal entity.

Social performance statements are collected from 128 sales1 and production companies worldwide with more than ten employees, reported through the Sustainability Information System (SIS) on monthly, quarterly, bi-annual or annual cycles. Production companies also report environmental data on comparable reporting cycles, covering 86 legal entities based on material impact. Sales companies report social data only, as their environmental footprint is limited, however, fuel consumption from company vehicles is included. All GF Corporate Companies report work-related incidents immediately, regardless of their size.

Reporting limitations as of 31 December 2025

GF tracks energy and water consumption as input indicators and monitors emissions, waste and wastewater as output indicators. GHG emissions are calculated in accordance with the Corporate Standard and the guidance of the GHG Protocol, capturing indirect impacts across the value chain.

Target scope and calculations

The Sustainability Framework 2025, together with most of its objectives, concludes at the end of the 2025 reporting year following a five-year cycle. GF’s approved near-term GHG emissions targets are to be achieved by 2026 for Scopes 1 and 2, and by 2030 for Scope 3, in line with SBTi requirements. To ensure a realistic assessment of progress, only companies that contributed to GF’s sustainability reporting for the full year through 2024 are included in the measurement of performance against the 2025 sustainability targets. Companies entering the reporting scope at a later stage are assigned separate targets.

Following any acquisition or divestment, the Group Sustainability Team applies SBTi recalculation guidelines and evaluates impacts on targets and potential restatements. Divestments during the reporting year are reflected in all baselines and targets, with a focus on Flow Solutions.

GHG emissions targets under the Sustainability Framework use adjusted 2019 levels as the baseline and were approved by the SBTi in October 2022. In 2025, baselines were revised to exclude emissions from discontinued operations. The reduction trajectory for Scope 1 and 2 and for Scope 3 targets remains unchanged, as validated by the SBTi in accordance with its guidance (FAQs - Science Based Targets initiative). For the first time, GF has defined long-term targets for both scopes under SBTi criteria. Submission of near- and long-term targets to the SBTi has been postponed until early 2026 due to ongoing organizational changes.

Progress toward the Sustainability Framework 2025 targets for water and unrecycled waste is calculated relative to production volume, determined by each division’s activities. GF Industry and Infrastructure Flow Solutions uses “produced tonnes”. GF Building Flow Solutions uses "finished products in kilograms", and discontinued operations use “produced tonnes” (Casting Solutions) or “hours worked” (Machining Solutions). Baselines are based on average production, water use and unrecycled waste from 2018-2020 to provide a representative view of consumption trends.

The waste target is binding for all production companies. The water intensity target is mandatory for eight sites situated in areas experiencing water stress, each with substantial annual water usage of more than 10’000 m³ and categorized as “high risk” or above in the WRI Aqueduct Water Risk Atlas based on two scenarios: the Baseline Water Stress scenario and the Projected Change in Water Stress. The number of sites located in water-stressed regions decreased from 14 to 8 facilities primarily due to discontinued operations and the relocation of operations in Turkey.

In 2025, GF enhanced its water stress analysis by complementing the WRI Aqueduct assessment with the WWF Water Risk Filter. While WRI Aqueduct assesses baseline stress, seasonal variability, drought and flood risks, and future projections, the WWF incorporates physical, regulatory and reputational factors. Results from both tools were highly comparable and confirmed the relevance of the sites previously prioritized under the Sustainability Framework 2025. The water target is voluntary, with no legal obligation to reduce water use.

For the supplier sustainability assessment target, both GF Industry and Infrastructure Flow Solutions and GF Building Flow Solutions use 2024 purchase volumes.

The baseline accident rate is calculated using average working hours and incidents from 2018–2020. The accident rate target is mandatory for all companies within the reporting scope.

No baselines exist for targets related to product portfolio, supplier assessment, newly appointed women managers or the employee engagement rate.

Statement on due diligence

GF provides a mapping in its sustainability statement showing how key aspects and steps of its due diligence process are applied to sustainability matters. The mapping reflects core elements of internationally recognized frameworks, including the UN Guiding Principles on Business and Human Rights and the OECD Guidelines for Multinational Enterprises, providing transparency for stakeholders on how these principles are embedded in GF’s sustainability disclosures.

Core elements of due diligence	Sections in the Sustainability Report	Page number

Embedding due diligence in governance, strategy and business model	Governance	Page 98
	Sustainability-linked incentive	Page 46
	Compensation Report: Short-term incentive	Page 193
	Impact, risk and opportunity management	Page 56
Engaging with affected stakeholders throughout the due diligence process	Governance	Page 98
	Interests and views of stakeholders	Page 53
	Double materiality process	Page 56
	Policy approach to material ESRS topics	Page 120
Identifying and assessing negative impacts	Impact, risks and opportunities management	Page 56
	Approach to climate change management	Page 61
	Approach to water management	Page 76
	Approach to resource use and the circular economy	Page 80
	Approach to managing its workforce	Page 86
	Approach to business conduct	Page 100
Taking actions to address negative impacts	ESRS E1 Climate change, Actions	Page 68
	ESRS E3 Water and marine resources, Actions	Page 76
	ESRS E5 Resource use and the circular economy, Actions	Page 80
	ESRS S1 Own workforce, Actions	Page 89
	ESRS G1 Business conduct, Actions	Page 100
Tracking effectiveness and communicating	Environmental performance statements	Page 112
Tracking effectiveness and communicating	Social performance statements	Page 117

1 The term sales companies include sales companies, back offices and other non-producing companies.

Updating the Sustainability Framework 2025 targets GF has revised the baseline and objectives of the original Sustainability Framework 2025 to reflect its focus on Flow Solutions. The revised targets retain the same level of ambition and reduction as those defined prior to the acquisition, as shown in the table below.


Target	Unit	Baseline GF Flow Solutions	Target1 value GF Flow Solutions	Baseline GF including discontinued operations	Target1 value GF including discontinued operations

Product portfolio	%	68	77	n/a	74
CO2e Scope 1 + 2 (kt)	1’000 tonnes	186	130	381	267
Scope 3 intensity	tonnes CO2e per tonnes processed material	2.8	1.8	3.3	2.2
Unrecycled waste intensity index2	%	100	80	100	80
Water intensity index2	%	100	80	100	80
Conducted sustainability assessments of key suppliers2	%	n/a	80	n/a	80
Newly appointed women managers2	%	n/a	25	n/a	25
Accident rate as lost time injury frequency rate (LTIFR)	per million hours worked	8.6	4.2	9.9	7.0

1 CO2e emission targets follow the SBTi requirements, and the target years are therefore 2026 and 2030. The remaining targets must be achieved by 2025.

2 Sustainability targets involving the achievement of a specific percentage by 2025 adhere to the same principles, with the baseline updated accordingly. However, because these targets are expressed as percentages, the underlying changes may not be immediately apparent.

Methodology for environmental performance reporting

Unless otherwise stated, environmental data for 2025 reflects actual annual consumption. Where a service provider did not meet reporting deadlines, data for the final quarter or December was estimated. In line with GF’s methodology, any group-level indicator exceeding a 5% tolerance threshold is restated, with explanations provided in the footnotes.

Energy intensity

Energy consumption is reported as both gross and net. The net figure excludes energy sold, which consists solely of waste heat/steam and electricity. Renewable energy includes 89% purchased electricity, 5% self-generated electricity (mainly solar and hydro), 0.3% biogas and 0% wooden pellets.

Energy data comes from on-site meters, utility invoices or environmental management systems. Fuel consumption for company vehicles and internal transport is based on purchase records and supplier invoices.

In accordance with ESRS requirements, energy intensity is calculated as net energy consumption divided by net sales (CHF million).

GHG Emissions: Scope 1 and 2 emissions, Scope 1 and 2 intensity

Scope 1 and 2 emissions are calculated using site-specific fuel and utility data, published emission factors and global warming potentials (GWPs), in accordance with the GHG Protocol Corporate Standard. Biogenic CO₂ emissions and fugitive emissions are negligible (<1%). Fugitive emissions (CH₄, SF₆, HFCs) arise solely from refrigerant (HFC) losses, representing 0.1% of Scope 1 emissions, and are not reported separately. Process emission factors are sourced from Sphera’s Managed LCA Content software (v17, 01/2025). Emission factors for biogas and wooden pellets were updated using Defra (v13, 09/2024) for improved accuracy.

GF assesses Scope 2 GHG emissions using both location-based and market-based approaches, accounting for renewable energy certificates (RECs) as per the GHG Protocol. Market-based emissions used for science-based targets are calculated following GHG Protocol prioritization rules and rely on energy attribute certificates, supplier contracts or residual mix factors from Managed LCA Content software (v17, 01/2025). Where unavailable, location-based emission factors are applied.

Supplier-specific emission factors were introduced for district heating applicable to GF Building Flow Solutions sites in Sweden.

In line with ESRS requirements for Scope 1 and 2 emissions efficiency, Scope 1 and 2 emissions intensity is calculated by dividing total Scope 1 and 2 CO₂e emissions by net sales (CHF million).

Scope 3

GF calculated Scope 3 emissions of ten relevant categories, in line with the GHG Protocol and SBTi v4.2 guidance. In 2025, Scope 3 emissions of 2024 were recalculated with a focus on purchased goods and services (Category 1) to align methodologies, emission factor allocation, completeness and organizational boundaries. The recalculation resulted in a significant increase in reported emissions for this category.

Following the divestment of GF Machining Solutions, use of sold products (Category 11) is no longer material.

Category 1: Purchased goods and services

A consistent calculation approach was applied across both divisions of GF’s Flow Solutions business to determine Category 1 emissions.

All relevant purchasing categories, such as raw materials, components, resale items and packaging materials, were included in the assessment. For each category and supplier, GF determined whether a weight-based or spend-based method was most appropriate. Depending on the method selected, the calculation utilized either supplier-specific emission factors, emission factors sourced from a globally recognized database or expenditure-based emission factors to determine Category 1 emissions.

Services were excluded from the purchased goods and services category as they were immaterial relative to the direct spend-related categories.

Category 11: Use of sold products

Following the divestiture of GF Machining Solutions, this category is now immaterial.

Remaining Scope 3 categories

Scope 3 emissions are calculated as follows:

Category 2 Capital goods and services: The capital expenditure (Capex, PP&E) for the reporting year are evaluated with expenditure-based emission factors to determine the emissions for this category. This method will be applied for further reporting years.
Category 3 Fuel- and energy-related activities: Emissions in this category are calculated based on annually reported energy consumption combined with emission factors from Sphera and Defra.
Category 4 Upstream transportation and distribution: Emissions in this category are based on direct spend data. In line with established practice and due to limited availability of primary data, it was assumed that transportation costs associated with upstream logistics account for approximately 5% of the total direct spend. This cost share was subsequently multiplied by an appropriate emission factor to quantify the resulting Category 4 emissions.
Category 5 Waste generated in operations: Emissions in this category were calculated for 2024 based on annually reported waste and their disposal routes, supplemented by statistical data on incineration types and extrapolations of exemplary waste types combined with emission factor per disposal and waste type. The annual update is calculated based on sales development.
Category 6 Business travel: Based on annual travel data from GF’s travel management systems and emission factors from Sphera Managed LCA Content.
Category 7 Employee commuting: Emissions in this category were calculated for 2024 based on number of headcounts per region and statistical commuting data combined with specific emission factors. The annual update is calculated based on HC development.
Category 9 Downstream transportation and distribution: Emissions in this category are calculated for 2024 based on transport specific emission data provided by the primary freight forwarders. This carrier reported emission factors were combined with product sales volumes (kg) and allocation by major sales regions to estimate the GHG emissions associated with downstream transport and distribution activities. The annual update is calculated based on sales development.
Category 12 End of life treatment of sold products: Emissions in this category are calculated for the reporting year 2024 based on the product sales volume (kg) by main material type. To determine the Category 12 emissions, the quantities of materials sold per region were combined with statistical end of life treatment methods for the respective waste streams, as well as the corresponding region specific emission factors. The analysis considers the regional distribution of shipments (Americas, Europe, Asia, Rest of the World).
Remaining categories: Excluded from reporting due to irrelevance to GF business. Those categories are upstream leased assets (8), processing of sold products (10), downstream leased assets (13), franchises (14) and investments (15).

Air emissions

GF monitors halogenated and non-halogenated VOCs, SOx, NOx, particulate matter (PM 10 and PM 2.5), heavy metals and persistent organic pollutants (POPs) from manufacturing and infrastructure operations. GF Building Flow Solutions (“Uponor legacy”) processes do not generate direct SOx or NOx emissions, though minor emissions arise from natural gas and fuel use in boilers and auxiliary equipment. VOCs emissions stem come from solvents, cleaning agents, diluents, propellants and paints. These emissions are considered immaterial and are excluded from GF’s environmental targets.

Water, wastewater and water intensities

GF tracks water withdrawals to monitor usage across operations. Sites in water-stressed areas report monthly or quarterly; other sites report semi-annually. Data is collected from on-site meters, utility invoices or environmental management systems, with a focus on production facilities, while non-production sites are excluded.

Water consumption refers only to withdrawals from municipal supply, groundwater and rainwater, predominantly used for cooling in closed-loop systems. For the eight water-stressed sites, a weighted, normalized water intensity is calculated by dividing withdrawal by production volume (see Target scope and calculation).

In line with ESRS requirements, water withdrawal intensity is expressed as total withdrawal divided by net sales (CHF million).

Wastewater is classified according to its discharge method, including into sewage systems and unpolluted discharges to nature.

Waste and recycling, waste intensities

GF classifies waste by type (normal or hazardous) and disposal route (recycling, landfill, incineration or storage). This includes all production waste as well as waste from maintenance, offices, canteens and warehouses, and excludes waste from construction sites. Energy recovery from waste is not counted as recycling.

Waste data is reported regularly using activity data and container weights. Details on unrecycled waste intensity calculations are provided in the Target scope and calculation section.

In line with ESRS requirements, waste intensity is measured as total waste divided by net sales (CHF million).

Recycled input material

Data on recycled input materials is collected from the production facilities of GF Industry and Infrastructure Flow Solutions. Due to product-related constraints, internal scrap recycling at GF Building Flow Solutions is limited, and no data is collected for that division.

Data is gathered annually from GF Industry and Infrastructure Flow Solutions based on the weight of recycled content.

Bio-based materials

GF’s Flow Solutions business uses bio-based materials from renewable feed stocks as a partial substitute for fossil-based plastics. These materials come from waste streams and do not compete with food production.

Bio-based materials for PVC-U used in fittings, valves and pipes

GF Industry and Infrastructure Flow Solutions currently uses bio-based materials at EMEA production sites to replace fossil-based polymers in purchased granulate. In other regions, such materials are unavailable or not cost-effective. Procurement is validated via schemes recognized under the EU Renewable Energy Directive III (RED III), such as ISCC PLUS (v3.3 and updates). The metric is presented as a percentage of the total PVC-U weight.

The metric is calculated as a share of the weight of certified bio-based PVC‑U materials divided by the total PVC‑U purchased for fittings, valves and pipes in its own manufactured systems. The reporting is separate for valves, fittings and pipes. The valves, fittings and pipes are manufactured according to the technical rules defined in the metric British Standard.

Bio-based Blue PEX, PP (Infra), PE (Infra)

GF Building Flow Solutions sources its bio-based raw materials from ISCC Plus-certified supply chains, with all relevant European sites holding ISCC Plus certification.

Supplier sustainability assessment

In 2025, GF implemented the Prewave tool across all divisions to integrate supplier risk assessments, covering both financial and sustainability dimensions. Discontinued operations are excluded from 2025 progress due to data confidentiality constraints.

Supplier sustainability data are compiled annually by Global Procurement Excellence using Spend Cube data. The relevant spend is based on 2024 data and includes all tier 1 suppliers with an annual spend of above CHF 5’000, covering at least 80% of total spend. Spend related to the Chinaust joint venture is excluded due to access limitations. This funnel-based approach supports compliance with supply chain due diligence requirements, including LkSG, and strengthens environmental and human rights oversight.

Environmental performance statements


Environmental performance statements¹	Unit	2025 GF's Flow Solutions business	2024 GF's Flow Solutions business	2025 GF Group	2024	2023	2022	2021

Energy
Gross energy consumption	1'000 GJ	1'752	1'773	3'727	3'722	3'394	3'390	3'632
Electricity	1'000 GJ	1'317	1'346	2'670	2'627	2'159	2'169	2'342
District heat	1'000 GJ	65	44	68	15	29	27	22
Natural gas²	1'000 GJ	254	252	751	793	842	836	942
Biogas	1'000 GJ	5	5	6	6	1	0	0
Propane, butane or other gases	1'000 GJ	6	2	117	111	128	129	124
Fuel oil	1'000 GJ	2	7	3	8	16	0	0
Wooden pellets	1'000 GJ	0	15	0	49	0	0	0
Coke	1'000 GJ	76	73	76	73	100	116	98
Fuel use (for internal transportation)	1'000 GJ	27	29	36	41	119	113	104
Energy sold	1'000 GJ	–8	–7	–10	–8	–6	–7	–8
Net energy consumption	1'000 GJ	1'745	1'766	3'716	3'715	3'388	3'384	3'624
Renewable energy (incl. green electricity)	%	50	48	58	47	33	29	24
Energy intensity per net sales	1'000 GJ / net sales CHF million	0.58	0.58	0.90	0.80	0.88	0.85	0.97

GHG emissions (in CO₂e)
Total CO₂e emissions (market-based approach)	1'000 tonnes CO₂e	1'407	1'435	1'823	1'697	1'596	1'836	2'013
Total CO₂e emissions (location-based approach)	1'000 tonnes CO₂e	1'482	1'515	2'035	1'882⁶	1'728	1'950	2'117
Scope 1 (Direct emissions: fuel-related energy consumption)²	1'000 tonnes CO₂e	32³	31	72	75	80	81	84
Scope 2 market-based (Indirect emissions: electricity and district heating)⁴	1'000 tonnes CO₂e	60³	66	60	114	134	155	189
Scope 2 location-based (Indirect emissions: electricity and district heating)⁵	1'000 tonnes CO₂e	135³	146	271	299⁶	266	269	293
Scope 3 absolute (Indirect emissions)⁷	1'000 tonnes CO₂e	1'315	1'339	1'692	1'508	1'382	1'600	1'740
Category 1: Purchased goods and services	1'000 tonnes CO₂e	1'058³	1'072	1'384	956	918	1'034	1'214
Category 2: Capital goods	1'000 tonnes CO₂e	22	23	22	n/a	n/a	n/a	n/a
Category 3: Fuel and energy-related services	1'000 tonnes CO₂e	29	31	36	63	58	59	55
Category 4: Upstream transportation and distribution	1'000 tonnes CO₂e	31	32	48	74	40	46	43

Category 5: Waste generated in operations	1'000 tonnes CO₂e	5	5	5	3	0	0	0
Category 6: Business travel	1'000 tonnes CO₂e	3	3	5	6	6	4	2
Category 7: Employee commuting	1'000 tonnes CO₂e	9	9	12	19	18	19	17
Category 9: Downstream transportation and distribution	1'000 tonnes CO₂e	55	57	62	32	33	35	32
Category 10: Processing of sold products	1'000 tonnes CO₂e	Not relevant for FS	Not relevant for FS	12	45	16	17	16
Category 11: Use of sold products	1'000 tonnes CO₂e	Not relevant for FS	Not relevant for FS	n/a	271	281	373	349
Category 12: End-of-life treatment of sold products	1'000 tonnes CO₂e	104	108	104	39	12	13	12
SBT 2026: Scope 1 + 2 emission reduction (status at year-end)	1'000 tonnes CO₂e	92	97	132	189	214	236	273
SBT 2030: Scope 3 emission intensity index (t CO₂e emissions per t of processed material) (status at year-end)⁷		3.6	3.2	2.8	2.8	3.3	4.0
GHG intensity (market-based) (GHG emissions per net sales)	1'000 tonnes market-based CO₂e per net sales (CHF)	0.50	0.47	0.44	0.36	0.41	0.46	0.54
GHG intensity (location-based) (GHG emissions per net sales)	1'000 tonnes location-based CO₂e per net sales (CHF)	0.50	0.50	0.50	0.40	0.40	0.49	0.57

Air emissions
Nitrogen oxides (NO_X)	1'000 tonnes	0.01	0.01	0.04	0.03	0.03	0.02	0.02
Sulfur oxides (SO_X)	1'000 tonnes	0.01	0.01	0.01	0.01	0.01	0.01	0.01
Volatile organic compounds (VOCs)	1'000 tonnes	0.02	0.02	0.04	0.04	0.04	0.05	0.05
Particulate matter	1'000 tonnes	0.002	0.002	0.003	0.01	0.002	0.00	0.004

Water and wastewater
Total water consumption	1'000 m³	1'510	1'521	2'139	2'375	2'105	2'093	2'304
City water from public supply	1'000 m³	360	365	670	717	772	646	696
Ground and rainwater	1'000 m³	1'150	1'156	1'469	1'658	1'333	1'447	1'608
Water consumption of GF sites located in water-stressed areas	1'000 m³	151³	152	344	361	361	407	457
Wastewater volume	1'000 m³	1'381	1'345	1'874	1'700	1'839	1'847	1'803

Wastewater to sewage systems	1'000 m³	338	303	803	555	657	576	593
Wastewater returned to nature, unpolluted	1'000 m³	1'043	1'042	1'071	1'144	1'182	1'271	1'211
Sustainability targets 2025: Water intensity index (status at year-end)	%	84	89	83	82	103	95	102
Water consumption per net sales	1'000 m³/ net sales CHF million	0.50	0.49	0.52	0.50	0.54	0.52	0.62

Waste and recycling
Total waste	1'000 tonnes	35³	34	97	96	91	85	103
Non-hazardous waste	1'000 tonnes	33	32	83	82	78	74	83
Normal waste, recycling	1'000 tonnes	23	22	70	68	65	59	58
Normal waste, landfill	1'000 tonnes	8	8	10	11	11	15	20
Normal waste, incineration	1'000 tonnes	3	3	3	3	2	3	5
Hazardous waste⁸	1'000 tonnes	2³	2	14	14	13	11	20
Hazardous waste, recycling	1'000 tonnes	1	1	10	8	6	6	15
Hazardous waste, storage or incineration	1'000 tonnes	1	1	4	5	7	6	5
Recycled waste as % of total waste	%	68	66	82	79	78	76	70
Non-recycled waste as % of total waste	%	32	34	18	21	22	24	30
Sustainability targets 2025: Unrecycled waste intensity index (status at year-end)		73	80	54	60	70	67	91
Waste intensity (total waste per net sales)	1'000 tonnes³/ net sales CHF million	0.01	0.01	0.02	0.02	n/a	n/a	n/a

Renewable input material GF Industry and Infrastructure Flow Solutions⁹
Recycled input material	1'000 tonnes	31	17	n/a	17	17	7	9
Procurement of bio-based materials shares for its own manufactured systems
Bio-based PVC-U¹⁰ system metric / British Standard for fittings and valves	%	20³	20	n/a	20	19	n/a	n/a

Bio-based PVC-U¹⁰ system metric / British Standard for pipes	%	10³	11	n/a	11	9	n/a	n/a
Bio-based PP and PE (ISCC certified)	Tonnes	83	5	n/a	n/a	n/a	n/a	n/a
Renewable input material GF Building Flow Solutions
GF Building Flow Solutions bio-based input material (ISCC certified)	Tonnes	77	14	n/a	n/a	n/a	n/a	n/a
GF Building Flow Solutions bio-based Blue PEX	Tonnes	13	14	n/a	n/a	n/a	n/a	n/a
GF Building Flow Solutions bio-based SANIPEX	Tonnes	64	n/a	n/a	n/a	n/a	n/a	n/a

Supplier sustainability assessment
Relevant suppliers spend assessed with sustainability assessments	% of total purchase volume	91³	n/a	n/a	82	73	64	34

Monetary values
Expenditure for environmental protection	CHF million	2	3	7	9	6	10	8
Energy costs	CHF million	45	45	101	107	102	102	81
Water and wastewater costs	CHF million	1	0.9	2.9	3.2	2.8	3	2.5

1GF's Flow Solutions business includes data from the two divisions: GF Industry & Infrastructure and GF Building Flow Solutions, the 2024 column ensures data comparability with the current reporting period. The column labeled GF Group comprises data from GF Casting Solutions and GF Machining Solutions, for the latter only for those data points collected until the divestment (30 June 2025). For further details, refer to the chapter Disclosure information: About the report.

2In 2025, natural gas, biogas, propane, butan, other gases, fuel oil and wooden pellets are disclosed separately, following the ESRS guidance. For Scope 1 emissions, the separation remains immaterial and is therefore not reported separately.

32025 KPMG-assured, the assurance statement is available in the External assurance section.

4Market-based emissions refer to specific emission factors, eg from local utility providers, and they take into account market instruments, including guarantees of origin that may be purchased to reduce Scope 2 market-based emissions.

5Location-based emissions refer to the average emission factors of the geographic area where the electricity consumption takes place, eg average emission factor of a country.

6Restatement of 2024 Scope 2 location-based emissions due to an update in emission factors allocation, which exceeded the corporate restatement threshold level.

7GF's Scope 3 target focuses on category 1, as this Category accounts for more than 80% of total Scope 3 emissions. Following the divestment of GF Machining Solutions Category 11 (Use of sold products) is no longer material and has been excluded. Four Categories - 8 (Upstream leased assets), 10 (Use of sold products), 13 (Downstream leased assets), 14 (Franchises) and 15 (Investments) - were excluded due to their limited relevance to GF's business model. Further information on the Scope 3 emissions calculations is available in the Disclosure information: Reporting approach.

8The company does not generate any radioactive waste, therefore, it is excluded from the disclosed waste breakdown.

9In line with the targets of the Sustainability Framework 2025, the environmental performance indicators were expanded and the data collection began in 2021, respectively Bio-based material was first purchased in 2022. As a result, data for prior years is not available for the full year and therefore not displayed.

10PVC-U is short for polyvinyl chloride unplasticized, the most common PVC type for pipes and fittings used for pipes and fittings for the transportation of drinking water, sewage, underground drainage and industrialapplications in the chemical process industry.

Methodology for social performance reporting

Employees, governance bodies, training and professional development

Employee data is reported annually by age, gender, employment status (full-/part-time) and management level, with additional breakdowns for departures, new hires, interns, students and apprentices as of 31 December.

Management roles include members of each business entity’s management board and managers reporting directly to the managing director.

Age and gender data cover all GF companies with more than ten employees. Employment type, management level, new hires and departures are reported for companies above this threshold. Part-time employees work less than 100% while retaining job security under open-ended employment contracts.

Data from GF Building Flow Solutions (“Uponor legacy”) on collective bargaining, absence rates and absence days is excluded; all other workforce indicators include these sites.

Turnover rate is calculated as departures divided by average prior-period headcount. Training data includes total training days and number of employees trained during the reporting period.

Health and safety, accident rate measured as Lost Time Injury Frequency Rate (LTIFR)

GF reports near misses, work-related injuries and illnesses affecting GF employees, leased staff and third parties (eg visitors) across all companies.

The accident rate, measured as LTIFR, is a mandatory target for all global sites and covers direct and leased personnel. LTIFR counts work-related injuries causing at least one lost workday (8 hours) per 1’000’000 hours worked. Hours worked are reported as actual hours from GF Industry and Infrastructure Flow Solutions, while GF Building Flow Solutions ("Uponor legacy") applies a proxy based on active FTEs and average monthly working hours. Hours from companies with fewer than ten employees and leased staff in GF Building Flow Solutions are excluded (<5% of workforce). Entities associated for less than a full year are excluded from the Group LTIFR calculation. One accident that occurred is excluded from the LTIFR, as the entity reported sustainability data for the first time in 2025.

Work-related fatalities are recorded for all employee categories and presented as a consolidated figure. GF also tracks employee absence days, distinguishing between those due to accidents, illness and total absence.

Social performance statements


Social performance statements1	Unit	2025 GF’s Flow Solutions business	2024 GF’s Flow Solutions business	2025 GF Group	2024	2023	2022	2021

Employees
Number of employees	Headcount	13’270	12’148	16’332	19’023	14’987	15’207	15’111
Number of employees	FTE2	12’430	11’666	16’143	18’269	14’734	14’634	14’532
Employees under 30	% of headcount	15	15	15	16	16	16	16
Employees aged 30-50	% of headcount	57	58	57	58	59	58	58
Employees over 50	% of headcount	28	27	28	26	26	26	26

Female employees	Headcount	3’038	2’844	4’170	4’063	3’229	3’060	2’952
	FTE	2’907	2’739	3’475	3’897	3’091	2’941	2’817
	% of headcount	23	23	26	21	22	20	20
Women on the Board of Directors	Number	4	5	4	5	4	3	2
Women on the Board of Directors	%	57	63	57	63	50	38	29

Women on the Executive Committee	Number	0	0	0	0	0	0	0
Women in management positions	FTE	399	407	418	487	234	165	114
Women in management positions	% of total management positions	24.4	24.3	23.8	22.7	19.3	17.2	15.8

Newly appointed male managers3	Headcount	183	157	206	193	94	155	74
Newly appointed female managers3	Headcount	60	41	66	50	41	65	31
Newly appointed female managers3	% of new appointments	25	21	24	21	31	29	30

Part-time employees	Headcount	439	484	590	830	541	524	405
Part-time employees	%	3	4	4	4	4	3	3
Female part-time employees	Headcount	279	297	339	440	332	278	264
Female part-time employees	% of part-time employees	64	61	57	53	61	53	65
Student interns	Headcount	92	76	96	104	97	107	98
Apprentices	Headcount	145	159	189	352	349	375	363

Total new hires	Headcount	1’931	1’703	2’210	2’332	2’394	2’622	2’842
New hires, male	Headcount	1’452	1’280	1’659	1’808	1’858	1’998	2’279
New hires, female	Headcount	479	423	551	524	536	624	563
New hires of employees under 305	Headcount	756	678	862	856	845	956	1’055
New hires of employees aged 30-505	Headcount	967	892	1’115	1’276	1’296	1’370	1’438
New hires of employees over 505	Headcount	208	133	233	200	253	297	349

Total departures5	Headcount	1’715	1’849	2’260	2’781	1’896	1’999	2’038
Departures, male5	Headcount	1’287	1’376	1’702	2’066	1’500	1’574	1’610
Departures, female5	Headcount	428	473	558	715	396	425	428
Departures of employees under 305	Headcount	540	547	706	756	629	523	553
Departures of employees aged 30-505	Headcount	873	977	1’158	1’476	951	1’132	1’113
Departures of employees over 505	Headcount	302	325	396	549	316	344	373
Total employee fluctuation	%	14.2	18.5	13.5	16.6	13.0	13.8	14.6

Employee engagement surveys	Number of employees surveyed	7’614	n/a	n/a	13’952	13’952	6’254	5’431

Employees under collective bargaining agreement4	Headcount	4’846	4’646	9’436	9’406	9’254	8’836	8’509
Employees under collective bargaining agreement4	%	59	55	58	61	62	58	56

Training and professional development
Training and professional development	Number of GF employees with training (headcount)	10’365	10’112	12’954	16’037	11’810	10’997	10’209
Training and professional development	%	78.1	83.2	79.3	84.3	78.8	72.3	67.6
Training days	Days worked	19’083	18’450	23’895	31’120	32’058	28’704	22’975
Training days	Days per employee	1.4	1.5	1.5	1.6	2.1	1.9	1.5

Health and safety
Fatalities, work-related	Number	0 6	0	0	0	0	0	0
Work-related accidents involving injury of GF employees	Number	74	93	165	229	204	228	260
Work-related accidents involving injury of leased personnel	Number	13	10	26	23	31	37	41
Work-related accidents involving injury of other third parties	Number	1	2	4	3	2	1	1
Sustainability targets 2025: Lost time injury frequency rate (LTIFR)	per 1’000’000 hours worked	3.3 6	4.2	5.2	6.5	7.4	7.9	10.2
Absence days due to work-related accidents or illness	Days worked	2’400	3’462	4’275	5’991	5’987	5’142	4’943
Absence rate due to work-related accidents or illness	% of total days worked	0.1	0.2	0.1	0.2	0.2	0.1	0.1
Total absence days	Days worked	57’835	62’613	107’175	129’418	125’275	132’689	121’114

Business ethics
Whistleblowing allegations reported7	Number	62	n/a	n/a	40	53	19

Community
Order volume from workshops employing disabled people	CHF million	2.5	2.1	2.5	2.3	2.5	2.3	2.5
Charitable donations	CHF million	2.6	3.8	2.6	3.8	3.3	2.5	2.5

1 GF’s Flow Solutions business include data from the two divisions: GF Industry & Infrastructure and GF Building Flow Solutions, the 2024 column ensures data comparability with the current reporting period. The column labeled GF Group comprise data from GF Casting Solutions and GF Machining Solutions, for the latter only for those data points collected until the divestement (30 June 2025). For further details, refer to the chapter Disclosure information: About the report.

2 FTE stands for full-time equivalents.

3 Management positions are defined as members of the management board of each business entity or managers who report to a managing director.

4 The disclosed data exclude GF Building Flow Solutions (Uponor legacy) in the following indicators “employees under collective bargaining agreements”, "accidents of leased employees", "accidents of third parties", "absence rate" and "absence days".

5 The definition of departures was slightly amended in 2021 and does not include internal transfers or natural departures, eg retirements, as of the 2021 reporting period.

6 2025 KPMG-assured, the assurance statement is available in the External Assurance section.

7 The whistleblower platform has been available since 2022. Employees can anonymously report any issues or wrongdoing (eg discrimination, bullying, sexual assault and legal violations). Data from previous periods is therefore not available. Data privacy incidents are not received via the GF Transparency Line and are not part of the reported whistleblowing allegations.

Policy approach to material ESRS topics

When GF identifies a matter as material, it discloses relevant policy-related requirements in line with ESRS 2 General disclosures. Applicable policies include:

E1 Climate change
E3 Water resources
E5 Resource use and circular economy
S1 Own workforce
G1 Business conduct

GF has established corporate policies to address its significant sustainability impacts, risks and opportunities (IROs). These policies typically include:

Summary of key components and objectives
Scope, including exclusions by activity, value chain segment, region and affected stakeholders
Identification of the highest authority responsible for implementation
References to external standards or initiatives
Consideration of stakeholder interests in policy development
Accessibility for stakeholders and implementers

Not all material IROs have a distinct policy; multiple issues may be addressed within a single policy. The accompanying table links relevant standard chapters to each policy, showing how they relate to managing material IROs.

Where no dedicated policy exists, GF relies on corporate instructions, internal policies, standards and process documents. These guide conduct, define compliance obligations and ensure alignment with GF’s objectives, forming part of the disclosure context.

Policy overview

	Content	Scope	Senior level responsible for policy implementation	Third-party standards/initiatives	Stakeholder consideration in policy making	Availability	ESRS Topic standard

Code of Conduct	To govern the rights and duties of all GF employees and the principles (expectations for ethical conduct and integrity) we follow in our daily work. Emphasizes compliance with laws, protection of human rights, prevention of corruption, protection of confidential information, sustainable business practices and whistleblowing mechanisms.	Applies to all employees working full-time or part-time for GF companies worldwide. Temporary agencies are required to accept the GF Code of Conduct and ensure that individuals working temporarily for a GF company comply with it.	Legal department. The GF Code of Conduct was approved by the Executive Committee.	- Discrimination (Employment and Occupation) Convention of the International Labour Organization (ILO) - Swiss Code of Best Practice for Corporate Governance	Yes, internal stakeholders	Accessible on website Every employee receives either a digital or a printed copy and must sign a declaration of consent	S1-1 – Policies related to our workforce G1-1 – Policies related to business conduct
Code for Business Partners	This Code defines GF requirements towards its business partners, focusing on climate actions, energy management, water and wastewater management, and includes an explicit commitment to the prohibition of corruption as part of its Business Ethics section.	Upstream / Global suppliers, contractors and related partners.	Leadership team of the GF divisions and the local companies. Approved by the Executive Committee.	- Principles of the Global Compact of the United Nations (UN) - Guidelines for Multinational Enterprises of the Organization for Economic Cooperation and Development (OECD) - Conventions of the International Labour Organization (ILO) - SA8000 (standard for socially responsible corporate governance) - Directives stipulating rules for usage of and/or disclosure of use of specific materials in products, including but not limited to Dodd Frank Act on conflict minerals, REACH and RoHS regulations, etc - GF Code of Conduct	Yes, internal and external stakeholders	Accessible on website	E1-2 – Policies related to climate change E3-1 – Policies related to water resources G1-1 – Policies related to business conduct
Corporate Policy 1079: E-mobility	This Corporate Policy establishes the guiding principles for transitioning the vehicle fleet from conventional combustion engines to alternative drive technologies.	Own operations / All GF sites and entities.	Leadership team of the GF divisions and the local companies.	N/A	Yes, internal stakeholders	Accessible on website	E1-2 – Policies related to climate change
Corporate Policy 1081: Environmental Management	This Corporate Policy emphasizes the priority to manage environmental activities within the GF Corporation and its supply chain, including the key objective to decouple resource consumption from growth. To accomplish this, the policy stipulates that GF should continually seek opportunities to both reduce its use of raw materials and apply a circular economy approach to sourcing materials.	Upstream / Global suppliers and contractors. Own operations / All GF sites and entities. Downstream / Customers and end-users.	Nomination and Sustainability Committee oversee GF’s sustainability strategy. The Executive Committee oversees the implementation, and the Group & Regional Sustainability Teams implement measures to ensure progress on the targets.	N/A	Yes, internal and external stakeholders	Accessible on website	E1-2 – Policies related to climate change E3-1 – Policies related to water resources E5-1 – Policies related to resources use and circular economy
Corporate Policy 1080: Conflict Minerals	This Corporate Policy is the foundation on which the Corporation bases its raw material sourcing activities.	This policy applies to all companies, which are a part of the worldwide group of GF. Upstream / Global suppliers and contractors.	Group Sustainability reviews this Conflict Minerals Policy on a regular basis to strengthen compliance with supply chain due diligence laws and ensure that its products meet the highest standards of ethical sourcing	- OECD Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas	Yes, internal and external stakeholders	Accessible on website	G1-1 – Policies related to business conduct
Corporate Policy 1082: Human Rights	Emphasizes the priority in respect to human rights within GF Corporation and its supply chain.	The GF Corporate Policy 1082 on Human Rights must be included in all HR regulations applicable to employment contracts. For suppliers, subcontractors, and any other parties providing services on behalf of GF, it is also an integral part of the Code for Business Partners.	Group Sustainability coordinates sustainability activities within GF and with its external stakeholders to raise organizational awareness about human rights issues and set internal responsibilities to ensure a coordinate implementation of our GF Human Rights Due Diligence process across the corporation.	- UN Guiding Principles on Business and Human Rights (UNGPs). - International Bill of Human Rights - ILO Declaration on Fundamental Principles and Rights at Work. - ILO Standards on Child Labour - ILO Convention No. 138, Minimum Age Convention - ILO Convention No. 182, Worst Forms of Child Labour Convention - The 10 Principles of the United Nations Global Compact, which GF signed in 2015 - OECD Guidelines for Multinational Enterprises on Responsible Business Conduct - OECD Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas	Yes, internal stakeholders	Available on website Must be included in all HR regulations applicable to all employment contracts	S1-1 – Policies related to our workforce
Corporate Policy 1085: Occupational Health and Safety	Includes the GF Safety Standards, as it is a binding guideline on implementing a comprehensive OH&S management system.	Applies to all GF subsidiaries within the global GF Group, as well as to contractors, third parties and part-time workers.	Group, Regional and Safety team	- ISO 45001:2018 Occupational health and safety management systems - ISO 9001:2015 Quality management systems - ISO 14001:2015 Environmental management systems	Yes, internal stakeholders	Available on website	S1-1 – Policies related to our workforce
Corporate Policy 1086: Diversity, Engagement and Inclusion (DE&I)	Reinforce its commitment to promoting diversity and inclusion; • support its goal to become a leader in fostering a diverse, inclusive and safe working environment; • reaffirm its core values related to Caring, Learning and Performance.	Applies to all GF operations and subsidiaries under direct management control.	The Corporate Human Resources function is responsible for implementing this policy at the corporate level and accountable for ensuring implementation at the divisional and local level.	N/A	Yes, internal stakeholders	Available on website	S1-1 – Policies related to our workforce
Environmental Standard	This standard defines minimum criteria for GF’s companies to comply with environmental protection, incl. energy efficiency, renewable energy, water, wastewater resource use and waste for GF’s own operations.	Own operations / All GF-managed sites and activities.	Leadership team of the GF divisions and the local companies.	N/A	Yes, internal stakeholders	Only internally available Communicated through a global announcement via GF News on We@GF	E1-2 – Policies related to climate change E3-1 – Policies related to water resources E5-1 – Policies related to resources use and circular economy
Standard on Occupational Health & Safety (Safety Standards)	The Safety Standards contain the binding guidelines for health & safety within GF. They include information on the applicable regulations as well as organizational, personal and technical measures designed to make everyday working practices as safe as possible.	Applies to all GF Corporate Companies at all locations and to all staff worldwide, including production plants, sales companies, warehouses, workshops, customizing locations, showrooms, training centers and other facilities.	Group, Regional and Safety team	ISO 45001:2018 Occupational health and safety management systems	Yes, internal stakeholders	Only internally available Communicated through a global announcement via GF News on We@GF	S1-1 – Policies related to our workforce
Corporate Conflict Minerals Standard	This Standard defines the requirements process for sourcing its materials responsibly in Georg Fischer operations.	This Standard applies to Georg Fischer Ltd and all corporate companies that it controls worldwide for the application of Conflict Minerals Standards.	Group Sustainability is responsible for reviewing the Conflict Minerals Standard on a regular basis to strengthen compliance with supply chain due diligence laws and to ensure that GF products meet the highest standards of ethical sourcing.	- OECD Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas	Yes, internal stakeholders	Only internally available Communicated through a global announcement via GF News on We@GF	G1-1 – Policies related to business conduct
Corporate Instruction 1073: Procedure in the event of lethal accidents or fatalities at GF	This corporate instruction determines duties and responsibilities in the event of lethal accidents or fatalities. It contains basic instructions for adopting appropriate measures towards relatives, employees, the company and the Corporation as well as the public.	Applies to Georg Fischer AG and all its corporate companies worldwide.	The Legal Department, Chief Risk Officer and Chief Sustainability Officer are responsible for appropriate follow-up after an accident.	These guidelines are based on current practices in Switzerland. As actual practices may differ from country to country, everybody is asked to apply these recommendations in accordance with their local practices	Yes, internal stakeholders	Only internally available Communicated through a global announcement via GF News on We@GF	S1-1 – Policies related to our workforce
Corporate Standard on achieving carbon neutrality for Scope 1 and 2 emissions	This Corporate standard outlines a unified approach for GF sites to achieve and claim carbon neutrality for Scope 1 and 2 emissions. It does not cover Scope 3 or full net-zero claims.	Applies to Georg Fischer AG and all its corporate companies worldwide.	The Regional Head of Environmental Sustainability collaborates with the Group Sustainability Team and seeks approval of the submitted Scope 1 and 2 neutrality claims from the Global Head of Business Sustainability and the Head of Global Environmental Programs and Sustainability Reporting.	- Science Based Targets initiative (SBTi) - Paris Agreement - Greenhouse Gas Protocol (GHG Protocol)	Yes, internal stakeholders	Only internally available Communicated through a global announcement via GF News on We@GF	E1-2 – Policies related to climate change
Corporate Instruction 1034: Communication	This Corporate Directive defines the principles and strategy for communication in the Corporation. It specifies responsibilities and implementing regulations and stipulates measures for efficient implementation.	All employees / Full-time, part-time, and temporary staff.	Overall responsibility lies with the CEO, who delegates responsibility for brand management and the implementation of the Corporate Directive to Corporate Communication The CEO, the Corporation’s CFO and the Head of Investor Relations are responsible for communication with investors, analysts and the capital markets.	N/A	Yes, internal stakeholders	Only internally available Communicated through a global announcement via GF News on We@GF	G1-1 – Policies related to business conduct
Corporate Instruction 1056: Sustainability at GF	This Corporate Instruction describes the responsibilities, reporting and principles of what sustainability means across the Corporation. In addition, it addresses specific aspects of sustainability program management.	Own operations / All GF managed sites and activities.	The Executive Committee of GF oversees the implementation and the Group and Regional Sustainability Teams together with the local Managing Directors of GF companies implement and define measures that contribute to the corporate goals.	- Sustainable Development Goals - The ten principles of the United Nations Global Compact - The Universal Declaration of Human Rights - The guidelines for multinational corporations of the Organisation for Economic Co-operation and Development - The conventions of the International Labour Organisation - The Environmental Program of the United Nations	Yes, internal stakeholders	Only internally available Communicated through a global announcement via GF News on We@GF	E1-2 – Policies related to climate change E3-1 – Policies related to water resources E5-1 – Policies related to resources use and circular economy S1-1 – Policies related to our workforce G1-1 – Policies related to business conduct
Corporate Instruction 1061: Combating Corruption	Create clear behavioral guidelines for all Corporate Companies and employees as regards integrity in business transactions, this includes topics like prohibited conduct, permissible gifts and invitations, guidelines for dealing with intermediaries and conflicts of interest.	Suppliers, agents, distributors, and other business partners are expected to comply with the law. This requirement is reinforced through corresponding provisions in their contracts.	The Presidents of Divisions are responsible for ensuring that the management and employees of the Corporate Companies, as well as their business partners, are informed of the content of this Corporate Instruction and that they conduct themselves accordingly.	Including, but not limited to, the U.S. Foreign Corrupt Practices Act, the U.K. Bribery Act 2010, antitrust and fair competition laws, embargoes and other sanctions, as well as export control regulations (including, but not limited to, U.S. re-export regulations)	Yes, internal stakeholders	Only internally available Communicated through a global announcement via GF News on We@GF	G1-1 – Policies related to business conduct
Corporate Policy on Reporting Incidents and Internal Investigations	Sets GF’s approach to protecting individuals who raise concerns, gives information on available reporting methods at GF and outlines how we manage, investigate and discipline reported concerns at GF.	Applies to Georg Fischer AG and all its corporate companies worldwide.	Head Corporate Compliance.	Violations of applicable laws	Yes, internal stakeholders	Only internally available Communicated through a global announcement via GF News on We@GF	G1-1 – Policies related to business conduct
Internal Investigations Guideline	This Corporate Guideline provides the rules for investigations procedures to ensure a fair and objective investigation process, in accordance with the principles and framework outlined in the Corporate Policy 1071 on Reporting Incidents and Internal Investigations.	Applies to Georg Fischer AG and all its corporate companies worldwide.	Corporate Compliance owns the internal investigation procedure and is responsible for related governance at GF globally.	Violations of applicable laws	Yes, internal stakeholders	Only internally available Communicated through a global announcement via GF News on We@GF	G1-1 – Policies related to business conduct
General Purchase Conditions	Sets out conditions of purchase, including payment terms.	All products and services provided by the Supplier (hereinafter the "Goods") are subject exclusively to these General Purchase Conditions. Any deviating or additional conditions of the Supplier, including general terms of sale, shall only be valid if mutually agreed upon in writing (eg in writing, e-mail, EDI). This also applies to any waiver of the written form.	Whether and how GF’s General Conditions of Purchase are applied and enforced in purchasing is ultimately the responsibility of the CPOs of the respective divisions.	N/A	Yes, internal stakeholders	Available on website and given to suppliers	G1-1 – Policies related to business conduct

ESRS content index

The ESRS content index clarifies the disclosure requirements included in GF’s Sustainability Statement for the period from 1 January to 31 December 2025. It lists disclosures identified through the materiality assessment and provides corresponding page references in the Sustainability Report.

To minimize fragmentation and duplication, the index includes interoperability references to ISSB and GRI Standards alongside ESRS.

Regarding Switzerland’s Ordinance on Climate Reporting (Swiss Code of Obligations (CO) – Art. 964a), the Federal Council has announced simplifications and a temporary pause pending a decision on an amendment to the Code of Obligations, expected no later than 1 January 2027. As a result, GF is not publishing a separate index for the Ordinance. The initial Swiss reporting requirements are addressed through alignment with the CSRD and ISSB IFRS S2 Climate-related disclosures, with the relevant information included in this ESRS content index.

ESRS content index

ESRS Standards used	EFRAG sustainability reporting, 2023
ISSB Standards used	ESRS-ISSB Standards Interoperability Guidance published on 2 May 2024
GRI Standards used	GRI-ESRS Interoperability Index published on 22 November 2024

ESRS Disclosure Requirement	Disclosure Requirement title	ESRS Disclosure	Location of content			International Sustainability Standards Board (ISSB)	GRI Standards
			Sustainability Report 2025	Page reference	Other	ISSB Standard Reference	GRI Disclosures

ESRS 2 General disclosures
ESRS 2, BP-1	General basis for preparation of the sustainability statement	Disclose the general basis for preparation of its sustainability statement.	Introduction	44			2-2 Entities included in the organization’s sustainability reporting 2-3 Reporting period, frequency and contact point
ESRS 2, BP-2	Disclosures in relation to specific circumstances	Provide disclosures in relation to specific circumstances.	Basis for preparation	104			2-4 Restatements of information
ESRS 2, BP-2	Disclosures in relation to specific circumstances	Value chain estimation.	Value chain	51
ESRS 2, BP-2	Disclosures in relation to specific circumstances	Changes in preparation or presentation of sustainability information.	Disclosure information: Reporting approach	103
ESRS 2, BP-2	Disclosures in relation to specific circumstances	Disclosures stemming from local legislations or generally accepted sustainability reporting pronouncements.	Basis for preparation	104
ESRS 2, BP-2	Disclosures in relation to specific circumstances	Incorporation by reference.	Incorporation by reference	104
ESRS 2	Governance	Disclosure requirements that enable an understanding of the governance processes, controls and procedures put in place to monitor, manage and oversee sustainability matters.	Governance	98	Corporate Governance Report, Board of Directors
ESRS 2, GOV-1	The role of the administrative, management and supervisory bodies	Disclose the composition of the administrative, management and supervisory bodies, their roles and responsibilities and access to expertise and skills with regard to sustainability matters.	Governance	98	Corporate Governance Report, Board of Directors		2-9 Governance structure and composition 2-12 Role of the highest governance body in overseeing the management of impacts 2-13 Delegation of responsibility for managing impacts 2-14 Role of the highest governance body in sustainability reporting 2-17 Collective knowledge of the highest governance body
ESRS 2, GOV-2	Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies	Disclose how the administrative, management and supervisory bodies are informed about sustainability matters and how these matters were addressed during the reporting period.	Governance	98	Corporate Governance Report, Board of Directors		2-12 Role of the highest governance body in overseeing the management of impacts 2-16 Communication of critical concerns
ESRS 2, GOV-3	Integration of sustainability- related performance in incentive schemes	Disclose information about the integration of its sustainability-related performance in incentive schemes.	Sustainability-linked incentives	46	Corporate Governance Report, Short-term incentive – Sustainability	IFRS S2.6(a)	2-19 Remuneration policies 2-20 Process to determine remuneration
ESRS 2, GOV-4	Statement on sustainability due diligence	Disclose a mapping of the information provided in its sustainability statement about the due diligence process.	Statement on due diligence	108
ESRS 2, GOV-5	Risk management and internal controls over sustainability reporting	Disclose the main features of its risk management and internal control system in relation to the sustainability reporting process.	Governance	98	Corporate Governance Report, Board of Directors
ESRS 2, SBM-1	Strategy, business model and value chain	Disclose the elements of its strategy that relate to or impact sustainability matters, its business model and its value chain.	Our strategy, business model and value chain	47	Corporate Governance Report, Introduction by the Chairman of the Board of Directors		2-6 Activities, value chain and other business relationships 2-22 Statement on sustainable development strategy
ESRS 2, SBM-2	Interests and views of stakeholders	Disclose how the interests and views of its stakeholders are taken into account by the undertaking’s strategy and business model.	Interests and views of stakeholders
ESRS 2, SBM-3	Material impacts, risks and opportunities and their interaction with strategy and business model	Disclose its material impacts, risks and opportunities and how they interact with its strategy and business model.	Impact, risk and opportunity management	56		IFRS S2.10(a)
ESRS 2, IRO-1	Description of the process to identify and assess material impacts, risks and opportunities	Disclose its process to identify its impacts, risks and opportunities and to assess which are material.	Impact, risk and opportunity management	56
ESRS 2, IRO-1	Description of the processes to identify and assess material climate-related impacts, risks and opportunities	Describe the process to identify and assess climate-related impacts, risks and opportunities.	Topic-specific IROs	104	GF Corporate Environmental Management Policy
			Identifying climate- related physical risks and opportunities	62
			Identifying climate- related physical risks and opportunities	62
ESRS 2, IRO-1	Description of the processes to identify and assess material water and marine resources- related impacts, risks and opportunities	Describe the process to identify material impacts, risks and opportunities.	Topic-specific IROs	104
ESRS 2, IRO-1			Double materiality process	56
ESRS 2, IRO-1	Description of the processes to identify and assess material resource use and circular economy-related impacts, risks and opportunities	Describe the process to identify material impacts, risks and opportunities related to resource use and circular economy.	Topic-specific IROs	104
ESRS 2, IRO-1			Double materiality process	56
ESRS 2, IRO-1	Description of the processes to identify and assess material impacts, risks and opportunities in relation to business conduct matters	Process to identify material impacts, risks and opportunities in relation to business conduct matters.	Topic-specific IROs	104
ESRS 2, IRO-1			Double materiality process	56
ESRS 2, IRO-2	Disclosure Requirements in ESRS covered by the undertaking’s sustainability statement	Report on the Disclosure Requirements complied with in its sustainability statements.	ESRS content Index	127
ESRS 2, MDR-P	Policies adopted to manage material sustainability matters	Minimum disclosure requirements defined in this provision when it discloses the policies it has in place with regard to each sustainability matter identified as material.	Policies related to climate change	67
			Policies related to water resources	76
			Policies related to waste management and circular economy	80
			Policies related to GF’s workforce	87
			Policies related to business conduct	100
			Policy approach to material ESRS topics	120	Code for Business Partners Code of Conduct
ESRS 2, MDR-A	Actions and resources in relation to material sustainability matters	Describes the actions through which it manages each material sustainability matter including action plans and resources allocated and/or planned.	ESRS E1 Climate change, Actions	59, 68	GF Corporate Environmental Management Policy
			ESRS E3 Water and marine resources, Actions	75, 76
			ESRS E5 Resource use and circular economy, Actions	79, 80
			ESRS S1 Own workforce, Actions	84, 89
			ESRS G1 Business Conduct, Actions	99, 100
ESRS 2, MDR-M	Metrics in relation to material sustainability matters	Discloses on the metrics it has in place with regard to each material sustainability matter.	ESRS E1 Climate change, Targets and performance	59, 70
			ESRS E3 Water and marine resources, Targets and performance	75, 78
			ESRS E5 Resource use and circular economy, Targets and performance	79, 82
			ESRS S1 Own workforce, Targets and performance	84, 95
			ESRS G1 Business conduct, Targets and performance	99, 102

ESRS E1 Climate Change
ESRS 2 GOV-3	Integration of sustainability related performance in incentive schemes	Disclose whether and how climate-related considerations are factored into the remuneration of members of the administrative, management and supervisory bodies, including if their performance has been assessed against the GHG emission reduction targets reported under Disclosure Requirement E1-4.	Incorporation by reference	104	Compensation Report, Short-term incentive
ESRS E1, E1-1	Transition plan for climate change mitigation	Disclose its transition plan for climate change mitigation.	GF’s approach to climate change management	61		IFRS S2.10(b) IFRS S2.14(a)(iv) IFRS S2.22(a) IFRS S2.25(a)
ESRS E1, SBM-3	Material impacts, risks and opportunities and their interaction with strategy and business model	Explain for each material climate- related risk it has identified, whether the entity considers the risk to be a climate-related physical risk or climate-related transition risk.	GF’s climate risks and opportunities	62
ESRS E1, E1-2	Policies related to climate change mitigation and adaptation	Policies adopted to manage its material impacts, risks and opportunities related to climate change mitigation and adaptation.	Policies related to climate change	67
ESRS E1, E1-3	Actions and resources in relation to climate change policies	Disclose its climate change mitigation and adaptation actions and the resources allocated for their implementation.	ESRS E1 Climate change, Actions	59, 68		IFRS S2.14(a)(ii)
ESRS E1, E1-4	Targets related to climate change mitigation and adaptation	Disclose the climate-related targets it has set.	ESRS E1 Climate change, Targets and performance	59, 70		IFRS S2.33(a)	305-5 Reduction of GHG emissions
ESRS E1, E1-5	Energy consumption and mix	Provide information on its energy consumption and mix.	Energy consumption and energy mix	71			302-1 Energy consumption within the organization 302-3 Energy intensity
ESRS E1, E1-5	Energy consumption and mix	Calculation guidance.	About the report	2			302-1 Energy consumption within the organization 302-3 Energy intensity
ESRS E1, E1-5	Energy consumption and mix	Calculation guidance.	Environmental performance statements	112
ESRS E1, E1-6	Gross Scopes 1, 2, 3 and Total GHG emissions	Disclose in metric tonnes of CO2 eq.	Greenhouse gas emissions – Scopes 1, 2 and 3	71		IFRS S2.29(a)(i)(1–2)	305-1 Direct (Scope 1) GHG emissions 305-2 Energy indirect (Scope 2) GHG emissions 305-3 Other indirect (Scope 3) GHG emissions 305-4 GHG emissions intensity
ESRS E1, E1-6	Gross Scopes 1, 2, 3 and Total GHG emissions	Disclose in metric tonnes of CO2 eq.	Environmental performance statements	112
ESRS E1, E1-6	Gross Scopes 1, 2, 3 and Total GHG emissions	Calculation guidance.	About the report	2			305-1 Direct (Scope 1) GHG emissions 305-2 Energy indirect (Scope 2) GHG emissions 305-3 Other indirect (Scope 3) GHG emissions
ESRS E1, E1-6	Gross Scopes 1, 2, 3 and Total GHG emissions	Calculation guidance.	Environmental performance statements	112
ESRS E1, E1-9	Anticipated financial effects from material physical and transition risks and potential climate- related opportunities	Disclose anticipated financial effects from material physical risks; transition risks; and potential to benefit from material climate-related opportunities.	ESRS 1 Climate change, Anticipated financial effects from climate- related risks and opportunities	59, 65			201-2 Financial implications and other risks and opportunities due to climate change
			Quantification of climate-related risks and opportunities	65
			Potential financial effects from material physical risks	66
			Quantification of transition risks in alignment with TCFD recommendations	66
			Potential material climate-related opportunities	67
ESRS E1, E1-9	Anticipated financial effects from material physical and transition risks and potential climate- related opportunities	Calculation guidance - Anticipated financial effects from material physical risks.	ESRS 1 Climate change, Anticipated financial effects from climate- related risks and opportunities	59, 65

ESRS E3 Water and marine resources
ESRS E3, E3-1	Policies related to water and marine resources	Describe its policies adopted to manage its material impacts, risks and opportunities related to water and marine resources.	GF’s approach to water management	76			303-1 Interactions with water as a shared resource
ESRS E3, E3-1	Policies related to water and marine resources		Policies related to water resources	76			303-1 Interactions with water as a shared resource
ESRS E3, E3-2	Actions and resources related to water and marine resources	Disclose its water and marine resources-related actions and the resources allocated to their implementation.	ESRS E3 Water and marine resources, Actions	75, 76
			Water resource management	76
			Managing the water-related negative material impact	77
			Water risk assessment for GF’s global facilities	77
			Measures implemented at various locations	76
ESRS E3, E3-3	Targets related to water and marine resources	Disclose the water and marine resources-related targets it has set.	ESRS E3 Water and marine resources, Targets and performance	75, 78
			Water intensity target	78
			ESRS E3 Water and marine resources, Metrics	75, 78
			Water consumption of GF sites in high-stressed areas	78
			Environmental performance statements	112
ESRS E3, E3-4	Water consumption	Disclose information on its water consumption performance related to its material impacts, risks and opportunities.	Water consumption of GF sites in high-stressed areas	78			303-5 Water consumption
ESRS E3, E3-4	Water consumption		Environmental performance statements	112
ESRS E3, E3-5	Anticipated financial effects from material water and marine resources-related risks and opportunities	Disclose the anticipated financial effects of material water and marine resources-related risks and opportunities.	Impact, risk and opportunity management	56

ESRS E5 Resource use and circular economy
ESRS E5	Objective		GF’s approach to waste management and circular economy	80
ESRS E5, E5-1	Policies related to resource use and circular economy	Describe its policies adopted to manage its material impacts, risks and opportunities related to resource use and circular economy.	Policies related to waste management and circular economy	80
ESRS E5, E5-2	Actions and resources related to resource use and circular economy	Disclose its resource use and circular economy actions and the resources allocated to their implementation.	ESRS E5 Resource use and circular economy, Actions	79, 80			306-2 Management of significant waste-related impacts
ESRS E5, E5-3	Targets related to resource use and circular economy	The undertaking shall disclose the resource use and circular economy- related targets it has set.	ESRS E5 Resource use and circular economy, Targets and performance	79, 82
ESRS E5, E5-3	Targets related to resource use and circular economy		ESRS E5 Resource use and circular economy, Metrics	79, 82
ESRS E5, E5-4	Resource inflows	Disclose information on its resource inflows related to its material impacts, risks and opportunities.	Resource inflows	80			306-1 Waste generation and significant waste-related impacts. 301-2 Recycled input materials used
ESRS E5, E5-5	Resource outflows	Disclose information on its resource outflows, including waste, related to its material impacts, risks and opportunities.	Resources outflows	81			306-3 Waste generated 306-4 Waste diverted from disposal 306-5 Waste directed to disposal

ESRS S1 Own workforce
ESRS 2, SBM 2	Interests and views of stakeholders	Disclose how the interests, views, and rights of people in its own workforce, including respect for their human rights, inform its strategy and business model.	Interests and views of stakeholders	53
ESRS 2, SBM 3	Material impacts, risks and opportunities and their interaction with strategy and business model	Description of the process to identify and assess material impacts, risks and opportunities.	Approach to managing its workforce	86
ESRS S1, S1-1	Policies related to own workforce	Describe its policies that address the management of its material impacts on its own workforce, as well as associated material risks and opportunities.	Policies related to own workforce	87			403-1 Occupational health and safety management system
ESRS S1, S1-2	Processes for engaging with own workforce and workers’ representatives about impacts	Disclose its general processes for engaging with people in its own workforce and workers’ representatives about actual and potential impacts on its own workforce.	Process for engaging with own workforce	88
ESRS S1, S1-3	Processes to remediate negative impacts and channels for its own workforce to raise concerns	Describe the processes it has in place to provide for or cooperate in the remediation of negative impacts on people in its own workforce that the undertaking is connected with, as well as channels available to its own workforce to raise concerns and have them addressed.	Speak up process and non-retaliation	88			403-2 Hazard identification, risk assessment, and incident investigation
ESRS S1, S1-4	Taking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions.	Disclose how it takes action to address material negative and positive impacts, and to manage material risks and pursue material opportunities related to its own workforce, and the effectiveness of those actions.	ESRS S1 Own workforce, Actions	84, 89
			Culture Movement	89
			Human Rights Due Diligence (HRDD) process	89
			Promoting diversity and inclusion	90
			Preventing discrimination and promoting equal opportunities	91
			Health and safety measures	91
			Employee health and well-being	92
			Career Development	94
			Employee development and training	94
			Apprenticeship training	94
ESRS S1, S1-5	Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities	Disclose the time-bound and outcome-oriented targets it may have set related to: reducing negative impacts on its own workforce, advancing positive impacts on its own workforce and managing material risks and opportunities related to its own workforce.	ESRS S1 Own workforce, Metrics	84, 96
			Social performance statements, Employees	117
			Collective bargaining coverage and social dialogue	96
			Newly appointed women managers	8
			Adequate wages	96
			Training and skills development metrics	97
			Accident rate as lost time injury frequency rate (LTIFR)	96
			Number of accidents among GF employees	96
			Share of accidents, GF employees and leased personnel	96
			Remuneration metrics (pay gap and total remuneration)	97
			Incidents, complaints and severe human rights impacts	97
ESRS S1, S1-6	Characteristics of the undertaking’s employees	Describe key characteristics of employees in its own workforce.	Social performance statements, Employees	117			2-7 Employees 401-1 New employee hires and employee turnover
ESRS S1, S1-7	Characteristics of non-employees in the undertaking’s own workforce	Describe key characteristics of non- employees in its own workforce.	Social performance statements, Employees	117			2-8 Workers who are not employees
ESRS S1, S1-8	Collective bargaining coverage and social dialogue	Disclose information on the extent to which the working conditions and terms of employment of its employees are determined or influenced by collective bargaining agreements.	Collective bargaining coverage and social dialogue	96
ESRS S1, S1-8	Collective bargaining coverage and social dialogue		Social performance statements	117
ESRS S1, S1-9	Diversity metrics	Disclose the gender distribution at top management and the age distribution amongst its employees.	Social performance statements, Employees	117	Corporate Governance Report, Members of the Board of Directors
ESRS S1, S1-9	Diversity metrics		Newly appointed women managers	8
ESRS S1, S1-10	Adequate wages	Disclose whether or not its employees are paid an adequate wage, and if they are not all paid an adequate wage, the countries and percentage of employees concerned.	Adequate wages	96
ESRS S1, S1-11	Social protection		Social protection	95			401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees 401-3 Parental leave
ESRS S1, S1-12	Persons with disabilities	Disclose the percentage of its own employees with disabilities.	Persons with disabilities	95
ESRS S1, S1-13	Training and skills development metrics	Disclose the extent to which training and skills development is provided to its employees.	Social performance statements, Training and professional development metrics	117, 118			404-1 Average hours of training per year per employee 404-2 Programs for upgrading employee skills and transition assistance programs 404-3 Percentage of employees receiving regular performance and career development reviews
ESRS S1, S1-14	Health and safety metrics	Disclose information on the extent to which its own workforce is covered by its health and safety management system and the number of incidents associated with work-related injuries, ill health and fatalities of its own workforce.	Social performance statements, Health and safety metrics	117, 119			403-8 Workers covered by an occupational health and safety management system 403-9 Work-related injuries
ESRS S1, S1-16	Compensation metrics (pay gap and total compensation)	Disclose the percentage gap in pay between its female and male employees and the ratio between the remuneration of its highest paid individual and the median remuneration for its employees.	Remuneration metrics (pay gap and total remuneration)	97			2-21 Annual total compensation ratio
ESRS S1, S1-17	Incidents, complaints and severe human rights impacts	Disclose the number of work-related incidents and/or complaints and severe human rights impacts within its own workforce, and any related fines, sanctions or compensation for the reporting period.	Incidents, complaints and severe human rights impacts	97			406-1 Incidents of discrimination and corrective actions taken

ESRS G1 Business conduct
ESRS 2, GOV-1	The role of the administrative, management and supervisory bodies	Information about the role of the administrative, management and supervisory bodies related to business conduct.	Approach to business conduct	100			2-16 Communication of critical concerns 2-17 Collective knowledge of the highest governance body
ESRS G1, G1-1	Business conduct policies and corporate culture	Disclose its policies with respect to business conduct matters and how it fosters its corporate culture.	Policies related to business conduct	100
ESRS G1, G1-2	Management of relationships with suppliers	Information about the management of its relationships with its suppliers and its impacts on its supply chain.	Management of supplier relationships	100			308-1 New suppliers that were screened using environmental criteria 414-1 New suppliers that were screened using social criteria
ESRS G1, G1-3	Prevention and detection of corruption and bribery	Information about its system to prevent and detect, investigate and respond to allegations or incidents relating to corruption and bribery including the related training.	Approach to business conduct	100			2-13 Delegation of responsibility for managing impacts 205-1 Operations assessed for risks related to corruption 205-2 Communication and training about anti-corruption policies and procedures
			Prevention and detection of corruption and bribery	101
			Procedures to Investigate unlawful behavior, including corruption and bribery allegations/incidents	100
			Compliance training overview	101
ESRS G1, G1-4	Incidents of corruption or bribery	Information on incidents of corruption or bribery during the reporting period.	Incidents of corruption or bribery	102			205-3 Confirmed incidents of corruption and actions taken
ESRS G1, G1-4	Incidents of corruption or bribery		Reporting misconduct	102			205-3 Confirmed incidents of corruption and actions taken
ESRS G1, G1-5	Political influence and lobbying activities	Information on the activities and commitments related to exerting its political influence, including its lobbying activities related to its material impacts, risks and opportunities.	Political influence and lobbying activities	101	Corporate Governance Report, Memberships		415-1 Political contributions
ESRS G1, G1-6	Payment practices	Information on its payment practices, especially with respect to late payments to small and medium enterprises (SMEs).	Payment practices concerning small and medium-sized enterprises (SMEs)	101

SASB index

In line with IFRS S1, entities must assess the relevance of SASB disclosure topics when identifying sustainability-related risks and opportunities that could affect their prospects. GF reports using the SASB framework for the Industrial Machinery & Goods sector.

SASB Standard: Industrial Machinery & Goods

Sustainability disclosure topics & metrics

Topic	Metric	Category	Code	Disclosure	Location

Energy Management	1) Total energy consumed, 2) percentage grid electricity and 3) percentage renewable	Quantitative	RT-IG-130a.1	Disclosed	Environmental performance statements
Workforce Health & Safety	1) Total recordable incident rate (TRIR), 2) fatality rate and 3) near miss frequency rate (NMFR) for (a) direct employees and (b) contract employees	Quantitative	RT-IG-320a.1	Disclosed: GF does not report TRIR; instead, the company reports accident rates using the Lost Time Injury Frequency Rate (LTIFR)	Social performance statements
Fuel Economy & Emissions in Use-phase	Sales-weighted fleet fuel efficiency for medium- and heavy-duty vehicles Sales-weighted fuel efficiency for non-road equipment Sales-weighted fuel efficiency for stationary generators Sales-weighted emissions of 1) nitrogen oxides (NOx) and 2) particulate matter (PM) for: a) marine diesel engines, b) locomotive diesel engines, c) on-road medium- and heavy-duty engines and d) other non-road diesel engines	Quantitative	RT-IG-410a.1 RT-IG-410a.2 RT-IG-410a.3 RT-IG-410a.4	Not disclosed – metric not material to GF’s operations
Materials Sourcing	Description of the management of risks associated with the use of critical materials	Discussion and Analysis	RT-IG-440a.1	Disclosed	Due Diligence and Transparency in relation to Minerals and Metals from Conflict-Affected Areas and Child Labour (DDTrO)
Remanufacturing Design & Services	Revenue from remanufactured products and remanufacturing services	Quantitative	RT-IG-440b.1	Not disclosed - metric not material to GF’s operations

Activity metrics

Activity metric	Category	Code	Disclosure	Location

Number of units produced by product category	Quantitative	RT-IG-000.A	Not disclosed - metric not material to GF’s operations
Number of employees	Quantitative	RT-IG-000.B	Disclosed	Social performance statements

Non-financial reporting content index

Swiss Code of Obligations (CO) – Art. 964b

The following table presents the non-financial content index for Georg Fischer AG, prepared in accordance with Article 964b of the Swiss Code of Obligations (Swiss CO). The Board of Directors reviewed and approved the index based on the Nomination and Sustainability Committee’s recommendation and applicable regulations, prior to final approval of the full report at the Annual Shareholders’ Meeting.

Under Article 964b, the topics listed were identified as material from both an impact and financial perspective. For further details, see the Impact, risk and opportunity management section under ESRS 2 General disclosures.

Swiss CO - Art. 964b	Location of content
	Sustainability Report 2025

General information required to understand our business
Governance structure and composition	ESRS 2 General disclosures, Governance
Strategy	ESRS 2 General disclosures, Our strategy, business model and value chain
Process to determine material topics	Disclosure information: Reporting approach, Topic-specific IROs
List of material topics	Disclosure information: Reporting approach, Topic-specific IROs

Description of the business model
Business model	ESRS 2 General disclosures, Our strategy, business model and value chain

Environmental matters
Climate	ESRS E1 Climate change
Water and marine resources	ESRS E3 Water and marine resources
Resources and circular economy	ESRS E5 Resource use and circular economy
Climate scenario analysis in accordance with the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD)	ESRS E1 Climate change, Climate risks and opportunities

Social matters
People and culture	ESRS S1 Own workforce, Approach to managing its workforce
Human rights	ESRS S1 Own workforce, Human Rights Due Diligence (HRDD) process
Employee health, safety, and well-being in own operations	ESRS S1 Own workforce, Health and safety measures
Diversity and inclusion in own operations	ESRS S1 Own workforce, Promoting diversity and inclusion

Employee-related matters
People and culture	ESRS S1 Own workforce, Process for engaging with own workforce

Respect for human rights
Human rights	ESRS S1 Own workforce, Human Rights Due Diligence (HRDD) process
	ESRS S1 Own workforce, Policies related to own workforce
Governance and integrity matters	ESRS 2 General disclosures, Governance
Ethical business conduct	ESRS G1 Business conduct
Supply chain management	ESRS G1 Business conduct, Supplier sustainability performance
	Disclosure information: Reporting approach, Due Diligence and Transparency in relation to Minerals and Metals from Conflict- Affected Areas and Child Labour (DDTrO)

Combating corruption
Business ethics and integrity	ESRS G1 Business conduct
Political engagement	ESRS G1 Business conduct, Political influence and lobbying activities
Supply chain management	ESRS G1 Business conduct, Management of supplier relationships

Material risks
Material topics	ESRS 2 General disclosures, Impact, risk and opportunity management
Risk management	ESRS 2 General disclosures, Sustainability risk management and internal controls

Main performance indicators
Performance indicators	Environmental performance statements
Performance indicators	Social performance statements

References to national, european or international regulations
Swiss Code of Obligations (CO) – Art. 964a	Disclosure information: Reporting approach, ESRS content Index
Swiss Code of Obligations (CO) – Art. 964b	Disclosure information: Reporting approach, Non-Financial Reporting Content Index
Swiss Code of Obligations (CO) – Art. 964j	Disclosure information: Reporting approach, Due Diligence and Transparency in relation to Minerals and Metals from Conflict- Affected Areas and Child Labour (DDTrO)

Coverage
About the report	Disclosure information: Reporting approach

Due Diligence and Transparency in relation to Minerals and Metals from Conflict-Affected Areas and Child Labour (DDTrO)

Swiss Code of Obligations (CO) – Art. 964j

This section presents the 2025 consolidated information for verifying minerals and metals sourced from conflict-affected areas and those associated with child labor at Georg Fischer AG. It has been prepared in accordance with the Ordinance on Due Diligence and Transparency in relation to Minerals and Metals from Conflict-Affected Areas and Child Labour (DDTrO), Article 964j of the Swiss Code of Obligations (Swiss CO).

Due Diligence and Reporting Obligations in relation to Minerals and Metals

GF prioritizes responsible sourcing of minerals, focusing on conflict minerals (3TG: tantalum, tin, tungsten, gold), cobalt and mica due to potential human rights risks.

The Corporate Policy on Conflict Minerals, applicable to all entities, was revised in 2025 to include qualitative objectives, measurable targets and greater transparency. The internal Corporate Conflict Minerals Standard was also updated to clarify corrective actions, guide due diligence reporting and assign ownership to Global Procurement.

Suppliers are engaged through a risk-based due diligence process. Selected suppliers submit smelter data via the Responsible Minerals Initiative (RMI), which Global Procurement reviews and provides feedback on. Corrective actions are implemented as needed to ensure transparency, compliance and continuous improvement.

In line with DDTrO, GF conducts annual verification using the material tariff numbers in Annex 1, covering import and processing of minerals and metals into Switzerland or divisional sites. During the reporting period, GF did not import quantities exceeding thresholds nor process any 3TG minerals or metals, as outlined in Annex 1 of the DDTrO.

As a result of this due diligence process during the reporting period, GF neither imported quantities exceeding the thresholds nor processed any 3TG minerals or metals at the company’s sites, as outlined in Annex 1, Part A (minerals) and Part B (metals) of the DDTrO.

Due Diligence and Reporting Obligations in relation to Child Labour

GF’s Corporate Policy on Human Rights strictly prohibits forced labor, child labor and corporal punishment across its operations and supply chain. This applies to all GF suppliers, subcontractors and partners.

Forced labor, as defined by ILO Convention No. 29, is work extracted under threat of penalty without voluntary consent. GF prohibits retention of identity or immigration documents and charging recruitment or related fees.

Employment of individuals under 15 is prohibited (ILO Minimum Age Convention No. 138), and workers under 18 are not assigned hazardous tasks, night shifts or overtime (ILO Worst Forms of Child Labour Convention No. 182). Where local laws are absent or less protective, GF follows ILO core labor standards.

GF is committed to preventing human trafficking, debt bondage, indentured labor and slavery. All work must be voluntary, and employees must be free to leave with reasonable notice.

Child labor risks are evaluated through three approaches: desk-based assessments of sales and production sites, sector-specific child impact analyses and supply chain risk assessments. Insights from these assessments identify high-risk areas and priority suppliers, which are addressed through human rights due diligence.

Types of assessment	High-level desk risk assessments	Sector-specific impacts on children	Supply chain risk assessment

Description	Broad overview of potential country risk exposure using existing data from the Children’s Rights in the Workplace Index and the Child Labour Global Estimates by UNICEF, helping to prioritize further investigations.	Contextual risk research within GF’s industrial sector helps identify potential human rights challenges, including risks related to child labor, and informs the GF Human Rights Due Diligence.	GF applies the sustainability ESG perspective, supported by Prewave, to identify suppliers with potential risks related to child labor. This assessment enables the company to prioritize supplier engagement and mitigation efforts accordingly.
Outcome 2025	According to the Children’s Rights in the Workplace Index, 35% of the countries where GF operate require enhanced due diligence for child protection rights, while the remaining countries meet basic requirements. No countries are classified as heightened risk.	Research into contextual risks highlights potential indirect links to child-related concerns, such as raw material sources within GF’s supply chain, particularly among Tier-n suppliers.	In 2025, 0.19% of suppliers were flagged as high priority and 1.37% as mid priority for child labor risk; the vast majority were low or no priority.

Glossary

This glossary defines the terms to be used as reference for the preparation of the Sustainability Report in accordance with the ESRS.

Bribery

Dishonestly persuading someone to act in your favor by giving them a gift of money or another inducement.

CDP

Carbon Disclosure Project.

Child labor

Work that deprives children of their childhood, their potential and their dignity, and that is harmful to their physical and mental development.

Climate-related risks

The possible adverse effects of climate change on an organization.

Climate resilience

The capacity of an undertaking to adjust to climate change, and to developments or uncertainties related to climate change.

Collective bargaining

All negotiations that take place between an employer, a group of employers or one or more employers’ organizations, on the one hand, and one or more trade unions, or, in their absence, the representatives of the workers duly elected and authorized by them in accordance with national laws and regulations.

Communication on Progress (CoP)

The annual, mandatory report required of business participants in the UN Global Compact, describing progress in implementing its principles.

Corruption

Abuse of entrusted power for private gain, which can be instigated by individuals or organizations. It includes practices such as facilitation payments, fraud, extortion, collusion and money laundering.

CSRD

Corporate Sustainability Reporting Directive.

Double materiality assessment (DMA)

A holistic approach to assessing impact that acknowledges business risks and opportunities from both financial and non-financial perspectives.

Downstream

Process of sending products from production to the end consumer.

ELGEF Plus

A polyethylene (PE) pressurized piping system for water, gas and a wide range of industrial applications.

EPDs

Environmental product declarations.

EFRAG

European Financial Reporting Advisory Group.

ERM process

The enterprise risk management process, framework and organization approach to identifying, assessing and managing risks to improve decision-making and business continuity, oversee by the Chief Risk Officer.

ESG

Environmental, social and governance.

ESRS

European Sustainability Reporting Standards.

ESRS 2 General disclosures

European Sustainability Reporting Standard specifying essential information that must be disclosed, regardless of the sustainability matter being considered. ESRS 2 is mandatory for all companies within the scope of the CSRD.

ESRS E1

European Sustainability Reporting Standard focused on climate change.

ESRS E3

European Sustainability Reporting Standard focused on water and marine resources.

ESRS E5

European Sustainability Reporting Standard focused on resource use and the circular economy.

ESRS G1

European Sustainability Reporting Standard focused on business conduct.

ESRS S1

European Sustainability Reporting Standard focused on own workforce.

EU Taxonomy

An EU classification system establishing a list of environmentally sustainable economic activities to facilitate sustainable investment.

External assurance

Process of verifying and validating ESG data and disclosure by an independent third party.

Forced labor

All work or service which is exacted from any person under the threat of penalty and for which the person has not offered themself voluntarily. The term encompasses all situations in which persons are coerced by any means to perform work and includes both traditional “slave-like” practices and contemporary forms of coercion where labor exploitation is involved, which may include human trafficking and modern slavery.

GHG emissions

Greenhouse gas emissions are gases that have direct effects on global warming. These are: carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), chlorofluorocarbons (CFCs), hydrofluorocarbons (HFCs), perfluorocarbons (PFCs), sulphur hexafluoride (SF6) and nitrogen trifluoride (NF3).

GHG Protocol

Greenhouse Gas Protocol, a globally recognized standard for measuring and managing greenhouse gas emissions.

GRI

Global Reporting Initiative.

Gross impact

Refers to a level of impact an organization faces based on the mitigation measures in place.

IFRS

International Financial Reporting Standards.

Impact, risk and opportunity (IRO)

The key factors that a company must identify and evaluate in its double materiality assessment.

Landfill

A waste disposal site for the deposit of waste onto or into land.

Life cycle assessments (LCAs)

A method of evaluating the environmental impacts associated with a product or service, from the extraction of raw materials through to its end-of-life disposal.

Lieferkettensorgfaltspflichtengesetz (LkSG) Germany‘s Supply Chain Due Diligence Act.

Material risks

Sustainability-related risks with negative financial effects that materially affect (or could reasonably be expected to affect) the undertaking’s cash flows, access to finance, or cost of capital over the short, medium or long term.

Materiality

A sustainability matter is material if it meets the definition of impact materiality, financial materiality or both.

Net-zero emissions

Refers to the state in which the amount of greenhouse gas (GHG) emissions released into the atmosphere is balanced by the amount removed from the atmosphere.

Non-financial report

A report that discloses information related to environmental, social and governance topics.

NSC

GF’s Nomination and Sustainability Committee.

NOx

Nitrogen oxides.

Opportunities

Sustainability-related opportunities with positive financial effects.

PCF

Product carbon footprint.

Persons with disabilities

Persons who have long-term physical, mental, intellectual or sensory impairments which in interaction with various barriers may hinder their full and effective participation in society on an equal basis with others.

Physical acute risks

Event-driven risks, including increased severity of extreme weather events, such as cyclones, hurricanes and floods.

Physical risks

Risks related to the physical impacts of climate change.

Policy

A set or framework of general objectives and management principles that the undertaking uses for decision-making.

Representative Concentration Pathways (RCPs)

RCPs are climate change scenarios used to project future greenhouse gas concentrations.

SASB

Sustainability Accounting Standards Board.

SBTi

Science Based Targets initiative.

Scenario

A plausible description of how the future may develop based on a coherent and internally consistent set of assumptions about key driving forces (eg rate of technological change, prices) and relationships. Note that scenarios are neither predictions nor forecasts but are used to provide a view of the implications of developments and actions.

Scope 1 GHG emissions

Direct GHG emissions from sources that are owned or controlled by the undertaking.

Scope 2 GHG emissions

Indirect emissions from the generation of purchased or acquired electricity, steam, heat or cooling consumed by the undertaking.

Scope 3 GHG emissions

All indirect GHG emissions (not included in Scope 2 GHG emissions) that occur in the value chain of the reporting undertaking, including both upstream and downstream emissions. Scope 3 GHG emissions can be broken down into Scope 3 categories.

SIS

GF’s Sustainability Information System.

Social protection

The set of measures designed to reduce and prevent poverty and vulnerability across the life cycle.

Shared Socioeconomic Pathways (SSPs)

Scenarios that describe plausible major global developments, which, taken together would lead to different future challenges for climate change mitigation and adaptation.

SOx

Sulfur oxides.

Stakeholder engagement

An ongoing process of interaction and dialogue between the undertaking and its stakeholders that enables the undertaking to hear, understand and respond to their interests and concerns.

Targets

Measurable, outcome-oriented and time-bound goals that the undertaking aims to achieve in relation to material impacts, risks or opportunities.

Task Force on Climate-related Financial Disclosures (TCFD)

A guiding framework that establishes common principles for how companies and other organizations should provide information on the risks and opportunities associated with climate change.

Transition risks

Risks related to the transition to a lower-carbon economy.

Upstream

Refers to the initial stages of the supply chain, where raw materials are sourced, acquired and transported to manufacturing facilities.

Value chain

The full range of activities, resources and relationships related to the undertaking’s business model and the external environment in which it operates.

VOCs

Volatile organic compounds.

WIL

GF’s Women in Leadership program.

Contacts

Lindsay Zingg

Chief Sustainability Officer

Phone: +41 (0) 76 349 23 62

lindsay.zingg@georgfischer.com

Beat Römer

Chief Communications Officer

Phone: +41 (0) 79 290 04 00

beat.roemer@georgfischer.com