Management of impacts, risks and opportunities

S1-1 – Concepts related to own workforce

“Diversity, Equity & Inclusion” (DEI)

Diversity

Content: Achieving the strategic ambitions defined in the “LOOP” strategy and organisation project requires diverse perspectives and new approaches. Innovative ideas flourish most in a collaborative culture that appreciates and supports all employees – regardless of where they work, where they come from, what gender they are, how young or old they are and whether they have a disability or not. This inclusive collaborative culture is very important to Energie AG. Five fields of action have been defined in the Diversity, Equity & Inclusion (DEI) strategy: women, accessibility, regionality, positive and inclusive leadership as well as culture and change.

Energie AG respects all facets of diversity and firmly rejects all forms of discrimination.

In particular, the following procedures and initiatives are in place to prevent and combat discrimination in order to promote diversity and inclusion in general: equal development and promotion opportunities; consideration of diversity criteria in recruitment and promotion; training and awareness-raising campaigns for all employees; awareness training for managers to avoid unconscious biases; confidential discrimination and harassment reporting channels; mentoring programmes for underrepresented groups; open communication of plans and results to employees; promotion of a culture of openness and transparency.

General objectives: Increasing DEI in all areas (age, gender, origin, etc.); increasing the number of female applicants in technical fields; increasing the share of women working particularly in management positions and technical fields; raising awareness of and sensitivity to DEI among employees.

Material impacts, risks and opportunities:

Also see ESRS 2, SBM-3 – Material impacts, risks and opportunities and their interaction with the strategy and business model.

Monitoring processes: Implementing surveys and feedback loops to capture employees’ opinions and experiences; creating and publishing DEI reports that show progress; using key figures to monitor DEI

Scope: The DEI guiding principles cover all Energie AG employees in Austria. This does not apply to employees in other countries.

Responsibilities: The Management Board and Managing Directors of the Group companies

Third-party standards and initiatives: Disability compensation tax for persons with disabilities

Stakeholder involvement:

Employees: Involvement through a DEI survey; obtaining a picture of the general mood during the DEI tour; diversity cafés. During the DEI tour, the “DiversiTeam”, a newly created interdisciplinary group of employees tasked with promoting DEI, visits more than 20 Energie AG sites. The goal is to give local employees an insight into the DEI process. Upcoming actions as well as those that have already been implemented are showcased and employees are made aware of the issues of diversity, equal opportunities and inclusion. This allows the DiversiTeam to engage in direct dialogue with employees. Diversity cafés are regular events at a number of locations where the DiversiTeam meets with employees to openly discuss a wide range of topics.

Management: Discussions with managing directors to assess their opinions

Works Council: Involvement in the DiversiTeam and regular consultations

Implementation support: Intranet, internal communication platform, Group newsletter, DEI tour, diversity cafés.

Target group-focused employee development

Training and occupational development

Content: Target group-focused employee development covers integrated training and development programmes tailored to specific target groups and a selection of different employee development actions for specific needs.

General objectives: Lifelong learning, employee retention and upskilling

Material impacts, risks and opportunities:

Also see ESRS 2, SBM-3 – Material impacts, risks and opportunities and their interaction with the strategy and business model.

Monitoring processes: In line with the company’s current policy, the employee’s strengths and skills are evaluated and appropriate training is identified in the annual performance review between managers and employees. Energie AG’s “EINSTEIN” learning platform provides all employees with an overview and documentation of all training sessions and courses they have completed. Managers can view all training sessions and courses completed by the employees assigned to them. The learning platform includes all current certificates as well as a reminder function for expiring certificates.

Scope: “Target group-focused employee development” is offered to all employees in Austria. Employees in the Czech Republic Segment are not covered.

Responsibilities: Managing directors and holding company managers of the Group companies

Stakeholder involvement: Training needs reported by employees, discussions with managers, findings derived from Group strategy and trends

Implementation support: Intranet, training programme and advice from Personalmanagement GmbH

Employee protection

Health and safety

Contents: The legal basis for employee protection in Austria is provided by the Employee Protection Act (Arbeitnehmer:innenschutzgesetz, ASchG), in the Czech Republic by the Labour Code No. 262/2006 Coll. and other supplementary laws regulating workplace health and safety, and in Italy (concerning Südtirol Umwelt Service GmbH) by Legislative Decree No. 81/2008, as amended. Employee protection regulations are supplemented by other national regulations, standards and directives relating to negative health effects such as accidents at work and work-related ill-health.

In addition, all Umwelt Service GmbH and WDL GmbH sites in Austria as well as the entities VAK Beroun a.s. and ČEVAK a.s. from the Czech Republic Segment are certified in accordance with the ISO 45001 health and safety management system.

General objectives: The goal of employee protection is prevention. This means acting before an accident occurs to minimise the probability of its occurrence as much as possible.

Material impacts, risks and opportunities:

Also see ESRS 2, SBM-3 – Material impacts, risks and opportunities and their interaction with the strategy and business model.

Monitoring processes: In addition, audits, management reviews, regular inspections and walk-throughs and continuous evaluations of workplaces and activities are carried out to monitor the effectiveness of employee protection policies.

Scope: The implementation of country-specific legal requirements is handled on a decentralised basis within the Energie AG Group (Austria, Czech Republic, Italy).

Responsibilities: Compliance with the protection targets specified in the legal provisions or ISO 45001 is the responsibility of the respective management of each unit or the persons to whom this has been delegated.

Third-party standards and initiatives: ISO 45001, workplace health and safety legislation

Implementation support: The relevant employee protection regulations and information on ISO 45001 must be communicated by the respective unit’s management or the persons to whom this duty has been delegated. Detailed documentation on the requirements is available on internal company platforms.

Adequate wages – performance-based salary system

Gender equality and equal pay for equal work

Contents: Rules on base pay and performance-related pay (individual bonus) are stipulated in a works agreement. The following are included: Determining base pay, rules for classification and reclassification and calculation of individual bonuses.

General objectives: Fair and transparent remuneration and objectivity

Material impacts, risks and opportunities:

Also see ESRS 2, SBM-3 – Material impacts, risks and opportunities and their interaction with the strategy and business model.

Monitoring processes: By clearly assigning employees to reference positions (see annex to the works agreement), remuneration that deviates from the works agreement is formally (dual control principle) and systemically impossible under the SAP system. Remuneration is not possible without being assigned to a reference position.

Scope: The works agreement applies to employees of all Group companies that sign the works agreement. Employees on legacy schemes from before the year 2000 and managers with MbO target agreements are exempt from this. Employees at Umwelt Service GmbH and in the Czech Republic Segment are not covered.

Responsibilities: The Management Board and Managing Directors of the Group companies

Stakeholder involvement: The employees’ interests were taken into account through the involvement of the Works Council when drawing up the works agreement.

Implementation support: Detailed information is available on the Group’s intranet and advice is provided by the Works Council, managers and Personalmanagement GmbH.

“Management by Objectives” (MbO)

Gender equality and equal pay for equal work

Contents: The “Group Management by Objectives” (MbO) Group Policy defines the process, inclusion, target categories and bonus calculation for the performance-based component of pay for managers (management tool).

General objectives: Group manageability, supporting the pursuit of policies, identifying common goals and focusing on performance

Material impacts, risks and opportunities:

Also see ESRS 2, SBM-3 – Material impacts, risks and opportunities and their interaction with the strategy and business model.

Monitoring processes: MbO process in the Group and IT support

Scope: This policy applies to all managers with budget responsibility within the Group.

Responsibilities: Group Management Board

Stakeholder involvement: A comment process, regulated in the “Rules for the preparation and amendment of Group policies” Group Policy, has been implemented.

Implementation support: Detailed information is available on the Group’s intranet, supporting information by email and advice from HR.

Flexibility of working hours

Working time; work-life balance

Contents: Energie AG has works agreements on flexible working hours, working from home and taking sabbaticals. The works agreement on flexible working hours allows employees to organise their working hours flexibly to suit their personal circumstances within the framework conditions set out in the works agreement. The works agreements “Homeoffice Standard” and “Homeoffice Plus” set out the general conditions for working from home. The works agreement “Sabbatical” is a tool for flexibility and leave management and addresses the changing needs of employees.

General objectives: Promoting work-life balance and flexibility of working conditions and leave management

Material impacts, risks and opportunities:

Also see ESRS 2, SBM-3 – Material impacts, risks and opportunities and their interaction with the strategy and business model.

Monitoring processes: Digital time recording and monitoring by time managers as well as reports on employee working time data that are accessible for managers at any time ensure compliance with the works agreement. In addition, notifications are automatically sent to managers if time limits are exceeded.

Scope: The works agreements apply to employees of all Group companies that sign the works agreement. The works agreement on flexible working hours does not apply to senior employees to whom the Austrian Working Hours Act (Arbeitszeitgesetz) does not apply, employees working shifts, employees with a work schedule and temporary interns. Group areas in Austria that are not covered by the works agreements on flexible working hours and working from home have similar provisions with comparable content. Employees at Umwelt Service GmbH are not covered by the “Sabbatical” works agreement. The works agreements do not apply in the Czech Republic Segment.

Responsibilities: The Management Board and Managing Directors of the Group companies

Stakeholder involvement: The employees’ interests were taken into account through the involvement of the Works Council when drawing up the works agreements.

Implementation support: Detailed information is available on the Group’s intranet, a digital application process and advice is provided by the Works Council, managers and Personalmanagement GmbH.

S1-2 – Processes for engaging with own workforce and employee representatives about impacts

Energie AG promotes an open and honest feedback culture and also puts it into practice. Suggestions, ideas and feedback from employees are always welcome and are taken into account wherever possible. Feedback from employees, Group representatives and trade unions is used to identify appropriate actions and implement improvements. Being awarded labels such as “Top Employer” by the business magazine “Trend” reflects how well the Energie AG Group is regarded as an employer.

Feedback from larger groups within the Energie AG Group is given in anonymised, digital form. A report on the implementation or consideration of the feedback is sent to all employees as part of the applicable project communication or in another suitable form. Personal feedback is also possible on an ad hoc basis.

Employees are involved both directly and indirectly, for example in employee performance reviews, through topic-specific (anonymous) online surveys and needs assessments (e.g. training needs survey), through employee surveys, in workshops with a specific target group (e.g. “family and career” audit group), in regular meetings, via digital communication platforms or at employee or works meetings. Employees can also consult and discuss matters with their direct line managers and employee representatives or the trade union at any time. Feedback from individual managers and employees is collected on many measures such as personnel and management development events, projects and regulations. The Cultural Compass platform for culture-promoting actions and the “Loominati” platform for making suggestions for improvements are another way to get involved, see G1 Business conduct.

Other examples of channels and tools for engaging and communicating with employees (for Austria excluding the Waste Management Segment) include the Central Conflict Contact Point (ZAK) for conflict management, Manager Group Coaching, the Leadership Experience Discussion Circle and the Change Agents Community.

Manager Group Coaching is held at the level of managing directors and heads of department. The Leadership Experience Discussion Circle for team and group leaders takes place three times a year and enables discussions on leadership topics in small groups, guided by a coach. The group is intended to help attendees solve problems that arise in their day-to-day leadership roles, as well as encouraging these supervisory staff to be open to bouncing ideas off each other.

Energie AG also seeks to stay in contact with existing, new and potential employees. In terms of future employees, this is on the one hand facilitated by the Group’s presence at job fairs held at secondary schools, technical colleges and universities. On the other hand, discussions with new employees, apprentices and their parents as well as student interns are held to precisely analyse and adequately accommodate the interests of the various stakeholder groups.

One way that both employees and external stakeholders, such as applicants, can provide anonymous feedback is the online employer review platform in Austria (“kununu”).

In most cases, anonymous digital feedback is requested from the entire workforce. On certain topics, feedback is only collected from managers. This feedback is then evaluated, analysed and incorporated into the appropriate action by the relevant employees at Personalmanagement GmbH.

The actions implemented as part of the DEI process (e.g. diversity cafés, DEI tour) help to collect the views of employees who may be particularly vulnerable or at risk. The “DiversiTeam” is also a point of contact. In the Czech Republic, equal opportunities and equal treatment are also taken into account in employee surveys. For further information, see section Diversity, Equity & Inclusion (DEI).

Both employees and employee representatives/trade unions are involved in new projects or in the evaluation of initiatives as required. There are also regular opportunities for feedback, such as employee performance reviews and surveys.

The respective project managers or subject managers in the relevant department are responsible for including and incorporating the results into the company concept.

Regular employee surveys allow for the results to be compared, developments to be identified and the actions taken to be evaluated. The goal is to strengthen employee loyalty to the company and thereby minimise staff turnover. Employee surveys in the Czech Republic not only involve a comparison within the company itself, but also benchmarking against other companies in the Czech Republic. The results are presented to the management in a comprehensive report. Any negative feedback or complaints are addressed immediately by the management and action is taken. 60% of employees across the Group took part in the last survey in 2021. In Austria, for example, adjustments to the works agreement on working from home were initiated and the “Alles Clara app” was introduced.

S1-3 – Processes to remediate negative impacts and channels for own workforce to raise concerns

The employee engagement channels mentioned in section S1-2 are an opportunity for employees to raise concerns. The regular employee performance reviews and MbO meetings in particular offer a suitable and confidential platform for this. It is also possible for concerns to be identified from the assessments of the surveys. In addition to existing channels, the whistleblower system, see G1 Business conduct, Protecting whistleblowers is another way for employees to bring serious misconduct to the company’s attention. This method is particularly important if it is not possible or not desirable for the employee to speak to their line manager or other contact person in person in accordance with the Code of Conduct or Compliance Policy.

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

Necessary and appropriate actions can be identified and implemented through the ongoing involvement of employees, see S1-2 and S1-3. In addition to the general actions for the ongoing involvement of employees, the following processes can also be used to identify necessary and appropriate actions in the area of DEI: Needs analysis, analysis of HR data, analysis of best practices and dialogue with other companies, DiversiTeam kick-off meeting (workshop with employees and managers including affected persons), assessment and adaptation, continuous monitoring and improvement. Workplace health and safety involves conducting hazard and risk assessments and determining appropriate actions to be taken.

“Diversity, Equity & Inclusion” (DEI) initiatives

Work-life balance; gender equality and equal pay for equal work; diversity

Contents: The Group-wide “DiversiTeam” is responsible for five key fields of action: women, positive and inclusive leadership, accessibility, regionality and culture and change. The goal is to prioritise progress and change in these areas. The DEI annual report “Diversität, Vielfalt und Inklusion bei der Energie AG” (Diversity, Equity and Inclusion at Energie AG) summarises all the actions taken by and successes of the “DiversiTeam”. Namely, increasing the proportion of underrepresented groups in the workforce, increasing the number of women in management positions and technical roles, increasing employee satisfaction and retention, promoting a respectful and inclusive working environment, increasing creative and innovative performance through teams with members from a variety of origins, improving problem solving capabilities through diverse perspectives, strengthening the company’s reputation as an attractive and responsible employer and making the company more appealing to talent from diverse backgrounds.

Scope: The DEI process encompasses many different, subordinate actions and currently applies to all Energie AG employees, managers and applicants in Austria. Individual actions have been implemented in the Czech Republic.

Energie AG has also already implemented initiatives in the key DEI process field of action “Women”, offering targeted training and further education opportunities and raising awareness. In Austria, the following initiatives are being implemented: “Cross Mentoring” in Upper Austria; promoting women in management positions (e.g. “#imRampenlicht” (in the spotlight) campaign to increase the visibility of women in management positions in Austria); breakfast on International Women’s Day in the PowerTower and in Gmunden; making “Women” a separate field of action in the DEI process; designing a network for equal opportunities and empowerment; women’s (power) conference in Austria; “Girls Day” in Austria; scholarship for female technology students in Austria. As part of the “Utility Management Training” (UMT) programme run by the IAWD (International Association of Water Service Companies in the Danube River Catchment Area) and subsidised by the World Bank, young managers and high-potential individuals are given skills development and advanced training in the technical and commercial areas of water management. This international trainee programme in the Czech Republic Segment is aimed specifically at young female engineers who are being prepared for their next career step.

Monitoring and assessment: Preparing and publishing the DEI annual report; documenting progress and challenges; using key figures for measurement; conducting surveys on the perception of DEI actions; DEI as part of the employee performance reviews.

Progress: The following quantitative and qualitative progress has already been made:

Quantitative progress: Increase in the proportion of women in management positions, see S1-9 Diversity indicators; 787 participants in the DEI survey; flexible working time models; embedding DEI in the MbO targets (on a voluntary basis in the 2023/2024 fiscal year); over 1,300 employees completed the “Diversity Basics” e-learning programme; “Unconscious Bias Training” provided to over 30 managers; DEI tour: visit to 21 locations with around 500 participants; 3 diversity cafés with over 120 visitors; implementation of seven “privilege walks”; continuous further training as part of the training programme or in group coaching sessions for managers and the Future Skills programme; special training and development opportunities for women to specifically develop their skills and career opportunities and prepare them for management positions, among other things; participation of over 25 female employees in the Women (Power) Conference 2024.

Qualitative progress: Positive feedback on communication on the topic and approach; visibility of underrepresented groups; named “Top Female Workplace” by SheConomy & kununu; top 3 placement in the Austrian State Prize for Family & Career and on the shortlist for the Diversity Leaders Challenge 2024 from SheConomy/WeConomy and top 3 nomination in the “Sustainable with 250 employees or more” category in the HRbert award.

Use of resources: The DEI initiatives are allocated a budget and human resources. In addition, a DEI officer and a “DiversiTeam” were appointed to implement the identified actions. The disclosure of key diversity and inclusion figures and the preparation and publication of a DEI annual report provide stakeholders with an overview of impact management. In addition, regular updates on DEI initiatives, successes and training programmes are published on the intranet, the Group newsletter and the internal communication platform.

Timescale: The actions are being implemented on an ongoing basis and this will continue for several years – a completion date has not been set.

Personnel and management development

Training and occupational development; diversity

Contents: One of Energie AG’s key goals is to provide targeted services to prepare employees and managers for the challenges they will face in the working world of the future.

Scope: In Austria, the following programmes are available, among others: Leadership Experience Discussion Circle; Manager Group Coaching; Junior Employee Development Programme; Future LAB; “EINSTEIN” learning platform (educational programme); Toolbox workshop for managers. In the Czech Republic, for example, the following programmes are available: Utility Management Training (UMT), an international training programme run by the IAWD (International Association of Water Service Companies in the Danube River Catchment Area) for young managers; coaching (soft skills) of technical directors and selected managers at ČEVAK a.s.; technical team training: recurring circle of engineers to discuss current innovations and additional discourse on new regulatory and organisational requirements; professional, in-depth training and participation in various committees and advisory boards, including in the Czech Water Management Association “SOVAK”.

Monitoring and assessment: The effectiveness of the training and development programmes is monitored and assessed using a number of methods such as seminar evaluations and knowledge reviews. The level of uptake of the training and further education programmes is also used for assessment purposes.

Progress: See also S1-13 Key figures for training and skills development.

Use of resources: A suitable budget and human resources were allocated to the actions taken to manage the material impacts.

Timescale: The personnel and management development actions are being implemented on an ongoing basis and the programmes are continually being adapted and expanded.

Health and safety management system

Health and safety

Contents and scope: All Umwelt Service GmbH and WDL GmbH sites in Austria as well as the entities VAK Beroun a.s. and ČEVAK a.s. from the Czech Republic Segment go beyond statutory requirements and are certified in accordance with ISO 45001 (health and safety management system). A review of the expansion of the scope of application to include other areas of the Group was launched in the 2023/2024 fiscal year as part of an internal Group audit.

Monitoring and assessment: The annual management review, for example, is used to assess if targets have been achieved. Internal, external and customer audits are performed. Agreed actions are checked during safety inspections and fire safety checks.

Progress: Regular reporting on the effectiveness of the ISO 45001 management systems which have already been implemented is carried out in annual management reviews, in internal and external audits or in occupational health and safety meetings.

Use of resources: The senior management of Umwelt Service GmbH and the Czech companies are responsible for ensuring that the necessary resources are available. This is communicated through managers and a variety of internal communication channels (e.g. employee magazine, intranet, events).

Timescale: ISO 45001 has already been introduced in the companies listed above. An expansion is currently under review.

Training and awareness-raising on workplace health and safety

Health and safety

Contents: Energie AG organises training courses that go beyond the legal requirements (e.g. safety information days and safety training courses) and distributes relevant information. Increasing awareness and knowledge is done with the aim of raising safety and health standards.

Scope: The following actions are being implemented in Austria: Employees have access to a wide range of training options on workplace safety and protecting their health which can also be accessed if necessary by employees of external contractors in the field of technical and electrical engineering. Safety training courses are offered for safety officers and fire safety officers, among others. A safety information day is held annually for managers. In the field of health and safety, e-learning modules are also offered on topics such as fire prevention, protection against falls and working in enclosed spaces. The employer communicates safety-relevant issues to employees down the hierarchical levels in accordance with the organisational structure and in consultation with the safety liaison officers. Awareness raising campaigns take place at irregular intervals, with the last extensive campaign taking place in the 2022/2023 fiscal year.

In the Czech Republic, workplace health and safety training courses (external and internal) are held at the legally stipulated intervals.

Monitoring and assessment: Workplace inspections ensure that the knowledge taught has been understood and is being applied correctly. The documentation of the training courses carried out is used to monitor compliance with legal requirements and the acquisition of knowledge.

Use of resources: The management of the respective Group unit is responsible for ensuring that the necessary resources are available. This is communicated through managers and a variety of internal communication channels (e.g. employee magazine, intranet, events).

Timescale: The training programmes and communication campaigns are constantly being adapted and updated.

Workplace Health Promotion

Health and safety

Contents: The health and safety of employees is understood as an important success factor and promoted by targeted priority programmes and internal campaigns. Only healthy and satisfied staff can be successful with their work for a company. Energie AG works to ensure awareness and personal responsibility around the quality of work and occupational safety among its employees.

Contents: The “in-house psychological service hotline” of Energie AG Group in Austria offers employees free advice and help in conflicts, stress, work overload, anxiety, sleep disorders and personal crises (bereavements, sickness etc.). The service offers advice in person or over the phone and aims at carving out possible solutions that the employees can implement in their own responsibility. A series of seminars conducted by ProMente entitled “First aid for the soul” instructed employees in how to give first aid to people showing signs of mental illness. Preventive action and information are used to prevent work-related adverse health conditions and staff are directed to be more conscious in their approach to health through the “energy@work” project. If an individual has already fallen ill, the Company takes steps to promote their recovery. Numerous programmes contribute to safeguarding the employees’ health (e.g. “healthy 15 minutes”, first-aid courses, “shiftwork fitness basics” workshop for employees in Austria). Topical issues are discussed and solutions are developed in regular health meetings (in Austria excl. Waste Management Segment) including employee representatives, occupational health professionals and safety management specialists. Weekly exercise programmes at the Group headquarters in Linz also promote health awareness. The range of occupational healthcare services includes extensive advice during consultation hours and vaccination campaigns in Austria.

Monitoring and assessment: Energie AG’s company health management policy was awarded the “Betriebliche Gesundheitsförderung bis 2025” (Workplace Health Promotion) seal of approval (excl. for the Czech Republic and Waste Management Segments).

Use of resources: The management of Energie AG is responsible for ensuring that the necessary resources are available. Communication on this is handled by Personalmanagement GmbH (e.g. intranet, events, emails).

Timescale: The workplace health promotion and communication campaigns are constantly being adapted and updated.

Progress: There is regular reporting on the rate of participation in courses, sick leave statistics (from insurance providers) and participant numbers.

Work-life balance

Working time; work-life balance; gender equality and equal pay for equal work; diversity

Contents: Energie AG values employee satisfaction highly and strives to create the right conditions to offer employees the best possible working environment. There is a strong focus on promoting work-life balance, which is achieved in particular through the initiatives “Flexibility of working hours”, “Company childcare”, “Financial assistance (for families)” and “Care”.

Scope: All part-time and full-time employees (unless in marginal employment) are offered company benefits for flexibility of working hours to the same extent. Statutory entitlements such as parental leave, care leave, hospital leave, etc. are generally granted and supported beyond the legal requirements where operationally possible. Temporary staff have the same entitlements. Examples of flexibility of working time: Working hours can be individually adapted; flexi-time options (works agreement on flexible working hours); option of taking longer periods of leave (“Sabbatical” works agreement); option of working from home (“Homeoffice Standard” and “Homeoffice Plus” works agreements); “Dad month” incl. procedure for employees in Austria; parental leave management (incl. guidelines in Austria). Also see Flexibility of working hours.

Energie AG offers its employees in Upper Austria a childcare facility and summer childcare. The cooperation with the Salzkammergut Hospital in Gmunden has been offering employees a year-round kindergarten for their children in addition to the summer camp, which can be booked by the day. The company’s in-house childcare facility “Loomiland” has been set up in the new extension to the Group headquarters in Linz. The little ones are cared for by three qualified early childhood teachers from the Family Alliance Upper Austria (OÖ Familienbund). In addition to the child-friendly rooms with sophisticated designs, the facility offers exterior grounds of almost 300 m² with play equipment, a sand pit and pavilions. The holiday week for children of Energie AG employees takes place in Linz and Gmunden for two weeks each every summer.

Energie AG grants all employees in Austria a financial subsidy for a “KlimaTicket” rail card. The move is designed to promote the use of public transport in Upper Austria and thereby serve the cause of environmental protection. Employees with children receive a subsidy for childcare if they register for subsidised holiday programmes in Austria. In addition, some employees, particularly those with families, receive financial assistance from the support fund when appropriate. Each benefit is subject to different eligibility requirements, which are set out in the financial assistance guidelines. These include, for example, salary thresholds and the length of service with the company.

The “Alles Clara” care app is available to employees. “Alles Clara” is an app designed to help, inform, guide and support people across Austria who are looking after and caring for loved ones at an early stage. Where necessary, employees can use online assistance and care advice from qualified caregivers, psychologists and other experts. There is also an online information service with login details for employees in Austria.

Use of resources: A suitable budget and human resources were allocated to the actions taken to manage the material impacts.

Monitoring and assessment: The effectiveness of the actions can be monitored and assessed using employee surveys, employee performance reviews or direct discussions with line managers, employee representatives or the trade union, as well as the staff turnover rate. With regard to company childcare, satisfaction analyses are conducted.

Timescale: Work-life balance actions are being carried out continually and improved or expanded accordingly.

Progress: Progress in the area of work-life balance is documented in the audit report as part of the “berufundfamilie” (work-life) audit. The satisfaction analysis regarding company childcare is used. A report is produced on the support offered to employees who provide care and support to persons close to them.