simulation 2

Environmental indicators Climate and GHG emissions Reduce the energy footprint, from production sites to export Sustainable management of water resources Preserve biodiversity and restore forest ecosystems Make the circular economy a lever for local resilience 1. Authentic Products The founders’ statement eĚǋǶĳƭƑĚƙĲūƑȃȁȃȆ A look back at the history of Authentic Products Our locations, products and operations Mission, Vision, Values Business Model ȃȁȃȆɇČūŠƙūŕĿēîƥĿŠĳƙƭƎƎŕǋČĺîĿŠƙĿŠî context of transitions ~ƭƑƎîƑƥŠĚƑƙɈČĚƑƥĿǶČîƥĿūŠîŠēƙƥîŠēîƑēƙ ȁȉ Ȃȁ 14 16 Ȃȉ ȃȁ ȃȃ Ȅȃ Ȇȁ Ȇȃ ȇȁ ȇȃ 64 ȇȉ CONTENTS 37 Ȅȉ The voluntary sustainability reporting framework (VSME) The analysis of double materiality 2. Ϫe culmination of ESG structuring 3. Preserve natural resources and strengthen the resilience of territories

01. Authentic Products ¡H/ȉ THE FOUNDERS’ STATEMENT Dear customers and partners, dear readers, The time for our annual meeting has come. 2025 was the year of our twentieth anniversary, but also a year of heightened global upheaval. These upheavals are far removed from the values upheld by the Authentic Products group, including Respect, Support and Transparency; fundamental values that nevertheless seem, strangely, to be becoming obsolete. As a genuine bridge along the North-South axis, the Authentic Products ĳƑūƭƎ ƭŠēĚƑƙƥîŠēƙ ƥĺĚ ĚČūŠūŞĿČ ēĿĲǶČƭŕƥĿĚƙ ĲîČĚē ċǋ îĳƑĿČƭŕƥƭƑîŕ producers, as well as those faced by end consumers in countries considered wealthy. GîČĚēǅĿƥĺîŕŕƥĺĚƙĚēĿĲǶČƭŕƥĿĚƙɈǅĚîƑĚĳƑîēƭîŕŕǋîēîƎƥĿŠĳƥūČĺîŠĳĚɈ building for the long-term future of our group, for the jobs of our employees, and also for the producers involved in our supply chains, for the next generation. To this end, we have strengthened both the number and the skills of our employees, the training of our teams and of farmers, adapted our technical equipment to gain still further in speed and intrinsic product quality, and adopted ƙƥƑĿČƥƙƥîŠēîƑēƙîŠēČĚƑƥĿǶČîƥĿūŠ to offer guarantees in terms of hygiene and safety, traceability and adaptation to climate change. This is why, to better understand the challenges and to structure ourselves further, we decided to continue with the voluntary sustainability standard (VSME), and also to deepen our carbon impact analysis by carrying out an analysis by product type (LCA). We are not legally required to take this approach. However, this standard has enabled us to identify our positive and negative impacts on our supply chains, as well as the risks and opportunities arising from societal and environmental changes. We would like to thank our teams, our customers and our partners, who support us in our efforts and stand by us as much as possible in îŠĚČūŠūŞĿČČūŠƥĚǊƥƥĺîƥĿƙēĿĲǶČƭŕƥĲūƑĚǄĚƑǋūŠĚɍ ØĚĺūƎĚǋūƭĚŠŏūǋƑĚîēĿŠĳƥĺĿƙȃȁȃȆ ¬¤ƑĚƎūƑƥɍ Yours sincerely, Laurence & Gigi

KEY FIGURES FOR 0 Prepared ingredients Vanillas Cloves Pink peppercorns Pepper 9 employees in France Number of permanent employees employees in Madagascar - Authentic Products Madagascar to Antsirabe Nord (SAVA) - Authentic Products Madagascar and Authentic Products Industry to Antanandava (Tamatave) SITES IN MADAGASCAR Authentic Products France in Le Haillan, in the Bordeaux region SITE IN FRANCE Qualiϧ and sustain- abiliϧ certication for Authentic Products France and Authentic Products Madagascar for Authentic Products Madagascar, Antsirabe Nord and Authentic Products France for Authentic Products Madagascar, Tamatave for Authentic Products France and Authentic Products Industry for Authentic Products France Auቴhenቴic Producቴs France, Auቴhenቴic Producቴs Madagascar and Auቴhenቴic Producቴs Indusቴry 1. Authentic Products ¡H/Ȃȁ

01. Authentic Products ¡H/Ȃȃ Contributions of Authentic Products France to community programmes in Madagascar: ɐØĚǅūƭŕēŕĿŒĚƥūƥĺîŠŒǋūƭɍ¹ĺîŠŒƙƥūǋūƭɈǅĚĺîǄĚƎîĿēɷȈȁɈȃȃȅ to our sustainable development programmes in Madagascar. This sum corresponds to the amount we levied on the price of products derived from Authentic Products Madagascar vanilla pods (pods, ĚǊƥƑîČƥƙɈ ŠîƥƭƑîŕ ǷîǄūƭƑĿŠĳɈ ƎîƙƥĚɈ ƎĚîƑŕƙɈ ƎūǅēĚƑɛ ƥĺîƥ ǋūƭ ƎƭƑČĺîƙĚēĿŠȃȁȃȆɍ This contribution primarily funds education, vocational training, ĿŠČūŞĚēĿǄĚƑƙĿǶČîƥĿūŠɈƑĚĲūƑĚƙƥîƥĿūŠîŠēîĳƑūĲūƑĚƙƥƑǋɍ A big thank you for your trust, your loyalty and your commitment alongside us." Contributions paid in 2025 by Authentic Products France $70,224.26 Education and training G¡qîĺîēĚƑîɈȃȁȃȅɠȃȁȃȆƙČĺūūŕǋĚîƑ G¡qîĺîēĚƑîɈǋĚîƑƙČĺūūŕȃȁȃȆɠȃȁȃȇ ɷȅȁɈȊȃȁɍȅȅ ɷȂȂɈȆȁȄɍȉȆ Water, social action ēƑĿŕŕĿŠĳūĲȉǅĚŕŕƙĿŠȅƭƥĺĚŠƥĿČ×îŠĿŕŕĚîƑĚîƙ ɷȉɈȁȆȁɍȁȁ Contribution to combating deforestation and improving women’s health while cooking (less harmful smoke) 'ūŠîƥĿūŠūĲȂɈȃȁȁŕūǅɠČūŠƙƭŞƎƥĿūŠ'/¬ stoves (Authentic Vanille programme) ɷȊɈȄȆȁɍȁȁ Agroforestry ȇȁȁĲūƑĚƙƥƑǋƎŕîŠƥƙ ɷȅȁȁɍȁȁ 1. Authentic Products ¡H/Ȃȃ

01. Authentic Products PAGE 14 A LOOK BACK AT THE HISTORY OF AUTHENTIC PRODUCTS 25 2 21 214 21 - Creation of Authentic Products - ~ƑĳîŠĿČČĚƑƥĿǶČîƥĿūŠ obtained -eūƙĺĚƑČĚƑƥĿǶČîƥĿūŠ obtained - The Fair Trade Label obtained - Grouping of producers into 3 producer associations ČĚƑƥĿǶĚēūƑĳîŠĿČîŠēGîĿƑƥƑîēĚ Grouping of 3 associations into ȂƙĿŠĳŕĚČūūƎĚƑîƥĿǄĚɇSavanille - Inauguration of a school in Antsahamantsavana in partnership with the group Firmenich - Tsara Kalitao ĿƙČĚƑƥĿǶĚēūƑĳîŠĿČ - New premises in Bordeaux! - Creation of AndapaɚČĚƑƥĿǶĚēūƑĳîŠĿČɛîŠē Tsara Kalitao in partnership with the Kerry group - Expansion of technical facilities in Madagascar FE UCTS ing of 3 associations into ŕĚČūūƎĚƑîƥĿǄĚɇSavanille - Inauguration of a school in Antsahamantsavana in partnership with the group Firmenich - Tsara Kalitao ĿƙČĚƑƥĿǶĚēūƑĳîŠĿČ - New premises in Bordeaux! OFTORY 21 214 - Creation of AndapaɚČĚƑƥĿǶĚēūƑĳîŠĿČɛîŠē Tsara Kalitao in partnership with the Kerry grou - Expansion of technical facilities in Madaga

01. Authentic Products PAGE 16 MAPPINGS Our sites and our programmes FRANCE MADAGASCAR programmes Tsara Kalitao programme (SAVA ƑĚĳĿūŠɛɇȇȉȂƎƑūēƭČĚƑƙ Authentic Vanille programme ɚ¬×ƑĚĳĿūŠɛɇȃɈȊȊȉƎƑūēƭČĚƑƙ Savanille programme (SAVA ƑĚĳĿūŠɛɇȂɈȃȄȊƎƑūēƭČĚƑƙ Mahadera Training Centre (SAVA region) Authentic Products Bordeaux (The Haillan) Authentic Products Antsirabe-Nord (SAVA region) Authentic Products and Authentic Products Industry Antanandava (Tamatave, Analanjirofo region)

01. Authentic Products ¡H/Ȃȉ MISSION, VISION, VALUES Our mission To produce exceptional vanilla while creating a lasting positive impact ĲūƑūƭƑĚŠƥĿƑĚĚČūƙǋƙƥĚŞɇƎƑūēƭČĚƑƙɈŕūČîŕČūŞŞƭŠĿƥĿĚƙɈƥĺĚĚŠǄĿƑūŠŞĚŠƥ and consumers. Our vision "To be the catalyst for responsible transformation in the natural raw materials industry, by demonstrating that excellence, ethics and commitment to the climate transition can go hand in hand." Our values Respect is the very essence of our identity and guides each of our actions. Our relationship with vanilla producers in Madagascar ǷūƭƑĿƙĺĚƙ ĿŠ î ČŕĿŞîƥĚ ūĲ ƥƑƭƙƥ îŠē Şƭƥƭîŕ ČūŠƙĿēĚƑîƥĿūŠɍ ØĚ ēĚĚƎŕǋ value traditional knowledge, cultural diversity and the ecosystems that surround us. This ethic of respect runs through our entire value chain, creating a virtuous circle in which each partner is recognised and valued. ~ƭƑîƎƎƑūîČĺĿƙČūŕŕîċūƑîƥĿǄĚîŠēƙƭƎƎūƑƥĿǄĚɍ¤ĚǷĚČƥĿŠĳƥĺĚƭŠǅîǄĚƑĿŠĳ friendship between our founders, Gigi and Laurence, we believe in the power of authentic bonds to overcome challenges. We actively support community development through education and access to essential services. We perpetuate ancestral know-how while striving for excellence in every aspect of our activity. Our passion and determination in the face of daily challenges drive us to maintain the highest standards of quality, both for our products and for our practices. Our commitment drives us to be transparent about the realities of our ƙƭƎƎŕǋČĺîĿŠîŠēƥĺĚČĺîŕŕĚŠĳĚƙƥūċĚŞĚƥɇƎƑūēƭČĚƑƎƑĚČîƑĿƥǋɈîČČĚƙƙƥū ĚēƭČîƥĿūŠɈǅūŞĚŠɫƙĚŞƎūǅĚƑŞĚŠƥîŠēƥĺĚǶĳĺƥîĳîĿŠƙƥēĚĲūƑĚƙƥîƥĿūŠɍ TRANSPARENCYSPARE EXCELLENCEELLE SUPPORTUPPOR RESPECTESPEC

01. Authentic Products ¡H/ȃȁ THE BUSINESS MODEL ¡ƑūēƭČƥƙƎƑūČĚƙƙĚēɇ Vanilla Pink peppercorn Clove Pepper 4 sites of production Industrial Relational ȅɈȊȂȉƎƑūēƭČĚƑƙ partners ȆǶŠîŠČĿîŕ partners 7 product origins Human & In- tellectual Permanent employees - 9 (France) ɠȂȂȃɚqîēîĳîƙČîƑɛ ɠȆȆʣūĲǅūŞĚŠɚGƑîŠČĚɛ ɠȄȁʣūĲǅūŞĚŠɚqîēîĳîƙČîƑ site Antsirabe nord) Average age - 36 years (Madagascar) - 39 years (France) Our cooperatives/ îƙƙūČĿîƥĿūŠƙČĚƑƥĿǶĚē Organic and/or Fairtrade or UEBT/ ¤îĿŠĲūƑĚƙƥŕŕĿîŠČĚɇ Tsara Kalito, Savanille and Authentic Vanille (Tsarabaria area) 1 partner NGO Mahadera Mahadera Agri- cultural Technical Training Centre 3 social development programmes in qîēîĳîƙČîƑɇ education, access to water, economic independence, new agricultural practices, etc. Natural & Environmental ȂɈȅȈȁɍȉ ĺî ūĲ îĳƑĿČƭŕƥƭƑîŕ Ǝŕūƥƙ ĲūƑŞĿŠĳ îŠ ĿŠƥĚĳƑîŕ ƎîƑƥ ūĲ ūƭƑ ƙƭƙƥîĿŠîċŕĚ ƎƑūĳƑîŞŞĚƙƙĿŠČĚƥĺĚĿƑŕîƭŠČĺɈĿŠČŕƭēĿŠĳɇɠȇȁĺîŞîŠîĳĚēƭŠēĚƑîĳƑūĲūƑĚƙƥƑǋ ɠȅȄɍȉȅĺîēĚēĿČîƥĚēƥūƑĚĲūƑĚƙƥîƥĿūŠ ɠȃȁɍȂĺîēĚēĿČîƥĚēƥūƑĚĲūƑĚƙƥîƥĿūŠ RESOURCES Societal

01. Authentic Products ¡H/ȃȃ 0: CONSOLIDATING SUPPLY CHAINS IN A CONTEXT OF TRANSITIONS Mathieu Larcebeau - Industry Sales Manager, CSR A vanilla supply chain in transition, beϩeen market volatiliϧ and value creation at origin. The global vanilla market was once again marked by strong instability ĿŠȃȁȃȆɍ¹ĺĿƙČîŠċĚĚǊƎŕîĿŠĚēċūƥĺċǋĺĿĳĺƎƑĿČĚǄūŕîƥĿŕĿƥǋɈîƎĚƑƙĿƙƥĚŠƥ imbalance between produced volumes and actual consumption, and by the structural concentration of production in Madagascar. Faced with the build-up of stocks from previous campaigns, buyers are strengthening their requirements in terms of traceability, quality and food safety. In this context, the ability to offer products that comply with high standards and to secure supplies is more than ever a key factor of differentiation. TŠ ƑĚƙƎūŠƙĚ ƥū ƥĺĚƙĚ ĿƙƙƭĚƙɈ ƭƥĺĚŠƥĿČ ¡ƑūēƭČƥƙ ČūŠƥĿŠƭĚē ĿŠ ȃȁȃȆ the work undertaken over several years to control the vanilla supply chain, from pod preparation through to processing. The development ūĲĿŠēƭƙƥƑĿîŕîČƥĿǄĿƥĿĚƙĿŠqîēîĳîƙČîƑɈĿŠĿƥĿîƥĚēĿŠȃȁȃȃɈĿƙîČĚŠƥƑîŕƎĿŕŕîƑ of this strategy. The industrial site now enables the production of vanilla concentrates and the distillation of essential oils from pink peppercorns, partly sourced from the group’s sustainable cooperatives. This approach is part of a logic of ŕūČîŕǄîŕƭĚČƑĚîƥĿūŠîŠēēĿǄĚƑƙĿǶČîƥĿūŠūĲūƭƥŕĚƥƙ, while strengthening the economic resilience of partner producers. Research and development work to broaden the range of processed ƎƑūēƭČƥƙĺîƙĿŠƥĚŠƙĿǶĚē. These projects, often long and demanding, ƑĚǷĚČƥ ƥĺĚ ĿŠƥĚŠƥĿūŠ ƥū ƎūƙĿƥĿūŠ ĿŠēƭƙƥƑĿîŕ îČƥĿǄĿƥǋ ƙƭƙƥîĿŠîċŕǋ ĿŠ differentiating segments. ūŞŞĚƑČĿîŕŕǋɈ ȃȁȃȆ ǅîƙ ŞîƑŒĚē ċǋ ƙƭƙƥîĿŠĚē growth in sales of processed products. The progress observed in this segment helped strengthen the overall balance of activities between sales of pods intended for industry, gourmet sales and processed products. This ēĿǄĚƑƙĿǶČîƥĿūŠĿƙîŕĚǄĚƑūĲƑĚƙĿŕĿĚŠČĚĿŠƥĺĚĲîČĚūĲǷƭČƥƭîƥĿūŠƙĿŠƥĺĚ

01. Authentic Products ¡H/ȃȅ Marina Larcebeau - Gourmet Sales Manager, QHSE Beϩeen market opening and qualiϧ requirements, the challenge for the gourmet segment. GūƑ ƥĺĚ ĳūƭƑŞĚƥ îČƥĿǄĿƥǋɈ ȃȁȃȆ ǅîƙ î ƎîƑƥĿČƭŕîƑŕǋ demanding year, marked by a persistent lack of visibility and strong volatility in purchasing behaviour. In an uncertain economic context, particularly in Europe, customers in the gourmet segment — artisans, distributors and medium-sized processing structures — favoured "hand-to-mouth" purchasing, often concentrated over short periods. This development made logistics organisation more complex, generating activity peaks that required a high capacity to adapt. In this context, Authentic Products was able to rely on the ǷĚǊĿċĿŕĿƥǋ ūĲ Ŀƥƙ ƙƥƑƭČƥƭƑĚ îŠē ƥĺĚ versatility of its teamsɈ ǅĺĿŕĚ îŕƙū ċĚŠĚǶƥĿŠĳ ĲƑūŞ operational reinforcement through new recruitments ŞîēĚ ĿŠ ȃȁȃȆɍ ¹ĺĚĿƑ ƙƥƑĚŠĳƥĺ ŕĿĚƙ ĿŠ operational responsiveness during activity peaks, which made it possible to maintain a high level of service. TŠ îēēĿƥĿūŠɈ ȃȁȃȆ ŞîƑŒĚē î ƙĿĳŠĿǶČîŠƥ ƑĚŕîƭŠČĺ ūĲ the commercial prospecting dynamicɈĿēĚŠƥĿǶĚēîƙî strategic lever for the years ahead, particularly in the international gourmet segment. ȃȁȃȇ ǅĿŕŕ ČūŠƥĿŠƭĚ ƥĺĿƙ ČūŞŞĚƑČĿîŕ ŞūŞĚŠƥƭŞɈ with the aim of consolidating the presence in the gourmet segment, increasing the visibility of the offer and continuing the work of structuring contracts in an environment that will remain marked by high quality requirements. Quality and food safety also remained at the heart of priorities. The rĚŠĚǅîŕūĲG¬¬ ȃȃȁȁȁČĚƑƥĿǶČîƥĿūŠ for another three-year cycle is a structuring milestone for the gourmet activity, particularly for exports. 1. Authentic Products ¡H/ȃȅ

01. Authentic Products ¡H/ȃȇ After more than twenty years of development, Authentic Products is entering a new phase in the development of its governance, linked to the gradual transfer of the responsibilities currently held by Laurence. This development is part of the continuity of Authentic Products’ history and founding values, and depends on the growing involvement of Mathieu and Marina, alongside Gigi. Fully committed ĲūƑƙĚǄĚƑîŕǋĚîƑƙɈȃȁȃȆŞîƑŒĚēîgradual strengthening of Mathieu and Marina’s responsibilities, particularly in organisational matters, team management and the structuring of activities. This upskilling follows a deliberately gradual process, designed to ensure the transfer of knowledge and the continuation of the development trajectory, in an increasingly demanding economic and regulatory environment. This is based on a collaborative way of working, in which the experience and strategic vision of the founders, Laurence and Gigi, remain a structuring reference point. Deeply attached to the company she co- founded, Laurence will continue to support this transition, guaranteeing a strong link between the history of Authentic Products, its deep roots in its origins and its future strategic directions. ¹ĺĿƙ ƙƥîĳĚ ƑĚǷĚČƥƙ ƥĺĚ ĳƑūƭƎɫƙ ĿŠƥĚŠƥĿūŠ ƥū consolidate sustainable governance, based on transmission, long-term commitment and the ability to evolve the organisation while preserving its deep-rooted values. gîƭƑĚŠČĚɈqîƥĺĿĚƭîŠēqîƑĿŠîɇƙƭČČĚƙƙĿūŠ Governance in continuiϧ, looking to the future

01. Authentic Products ¡H/ȃȉ Tojo - responsible for quality and sustainable development "225 was a year of structuring and consolidation of our activities" Compliance as the foundation for structuring and consolidating activities in Madagascar ȃȁȃȆǅîƙîŒĚǋƙƥîĳĚĿŠstructuring compliance systems within the operations carried out in Madagascar. Efforts focused on consolidating quality management systems (QHSE), food safety and environmental and social requirements, both at processing sites and within ČūūƎĚƑîƥĿǄĚƙɍ ¹ĺĚ ŞîĿŠƥĚŠîŠČĚ ūĲ ŒĚǋ ČĚƑƥĿǶČîƥĿūŠ ɚ~ƑĳîŠĿČɈ À/¹ ɓ Rainforest Alliance, Fairtrade) was accompanied by improvements in traceability and monitoring tools, enabling more precise integration of criteria relating to environmental protection, prevention of child labour and compliance with regulatory requirements. ƙîČūŠƥĿŠƭîƥĿūŠūĲƥĺĿƙŞūŞĚŠƥƭŞɈȃȁȃȆǅîƙî structuring stage in the preparation and deployment of new compliance frameworks. In-depth work was undertaken to formalise procedures, harmonise practices between the different entities and support teams in adopting HACCP principles. This approach, already operational at ūƭƑqîŕîĳîƙǋƎƑūēƭČƥĿūŠƙĿƥĚƙɈǅîƙƑĚǅîƑēĚēîŠO ¡ČĚƑƥĿǶČîƥĿūŠ îƥƥĺĚƭƥĺĚŠƥĿČ¡ƑūēƭČƥƙqîēîĳîƙČîƑƙĿƥĚĿŠ¹îŞîƥîǄĚĿŠȃȁȃȆɍ¹ĺĚ O ¡ČĚƑƥĿǶČîƥĿūŠîƭēĿƥĲūƑƥĺĚƭƥĺĚŠƥĿČ¡ƑūēƭČƥƙqîēîĳîƙČîƑƙĿƥĚ ĿŠ ŠƥƙĿƑîċĚɠsūƑē Ŀƙ ƎŕîŠŠĚē ĲūƑ ȃȁȃȇɍ ¹ĺĿƙ ĳƑîēƭîŕ îƎƎƑūîČĺ îĿŞƙ to embed a lasting food safety culture, adapted to local operational realities and market requirements. Lastly, the year strengthened the structuring of occupational health and safety. Risk analyses were carried out for each type of position across our various sites. This work made it possible to identify and prioritise targeted preventive actions ĲƑūŞ ȃȁȃȇ ūŠǅîƑēƙɍ ¹ĺĿƙ forms an essential foundation for the gradual consolidation of OHS management systems. gūūŒĿŠĳ îĺĚîēɈ ȃȁȃȇ ǅĿŕŕ ċĚ ēĚǄūƥĚē ƥū ƙČîŕĿŠĳ ƭƎ ƥĺĚƙĚ ƙǋƙƥĚŞƙɈ continuing to harmonise practices and strengthening the control tools used in our training centres and cooperatives, in order to sustainably consolidate operational compliance and the quality of the commitments upheld by the group.

01. Authentic Products ¡H/Ȅȁ Georges Geeraerts - International Business Developer Turning instabiliϧ into a lever for structuring. ȃȁȃȆ ŞîƑŒĚē î ƙƥƑƭČƥƭƑĿŠĳ ƙƥîĳĚ ĲūƑ ƥĺĚ îČƥĿǄĿƥĿĚƙ ČîƑƑĿĚē ūƭƥ ĿŠ Madagascar. The rapidly changing regulatory framework and the uncertainties weighing on the vanilla supply chain reinforce the need to secure long-term projects through an approach based on quality, îČƥĿǄĿƥǋ ēĿǄĚƑƙĿǶČîƥĿūŠ îŠē ƥĺĚ ƙūŕĿēĿƥǋ ūĲ ĚČūŠūŞĿČ ŞūēĚŕƙ. The arrival of Georges, alongside Gigi, plays a key role in the strategic and operational structuring of projects led locally by Authentic Products. One of the highlights was the work to consolidate and develop the Mahadera training centreɍTŠƥĺĚŕĿĳĺƥūĲƥĺĚǶƑƙƥǋĚîƑƙūĲūƎĚƑîƥĿūŠɈ ĿŠɠēĚƎƥĺ ƑĚǷĚČƥĿūŠ ŞîēĚ Ŀƥ ƎūƙƙĿċŕĚ ƥū adapt the educational and ĚČūŠūŞĿČŞūēĚŕƥūǶĚŕēƑĚîŕĿƥĿĚƙ. This development was accompanied by work to secure and diversify funding sources, notably through partnerships with foundations, in order to support the centre’s development while retaining management autonomy. A structuring review of team organisation in Madagascar was also carried out. The strong commitment, expertise and cohesion of the teams are major assets, but the context highlighted the need to secure certain key functions. This approach is part of a logic of gradual consolidation, aimed at strengthening the operational resilience of activities without calling into question the culture of rigour and quality historically passed on by Gigi to all local teams. Lastly, in an environment marked by political, economic and climate ƭŠČĚƑƥîĿŠƥĿĚƙɈ ȃȁȃȆ ČūŠǶƑŞĚē ƥĺĚ ŠĚĚē ƥū strengthen the ability of projects and organisations to adapt. These various observations ĲūƑŞ î ĲūƭŠēîƥĿūŠ ĲūƑ ƥĺĚ ēĿƑĚČƥĿūŠƙ ĚŠǄĿƙîĳĚē ĲūƑ ȃȁȃȇɈ ċūƥĺ ĲūƑ ǶĚŕē ƎƑūŏĚČƥƙ îŠē ĲūƑ ƙƥƑîƥĚĳĿČ ƙƭƎƎūƑƥ ƥū ƥĺĚ ǄîŠĿŕŕî ƙƭƎƎŕǋ ČĺîĿŠ ĿŠ Madagascar.

01. Authentic Products ¡H/Ȅȃ PARTNERS AND CERTIFICATION / STANDARDS 1. Authentic Products ¡H/Ȅȃ

02. Structure ESG PAGE 34

02. Structure ESG PAGE 36 TŠ ȃȁȃȆɈ ƭƥĺĚŠƥĿČ ¡ƑūēƭČƥƙɫ CSR steering committee initiated a key stage in structuring its environmental, social and governance (ESG) approach, with the completion of its double materiality analysis. 2. Structure ESG PAGE 36

02. Structure ESG ¡H/Ȅȉ ANALYSIS OF DOUBLE MATERIALITY The double materiality analysis was conducted with the support of the CSR agency ODDS. This large-scale work aims to structure the overall management of ESG issuesɇ/ŠǄĿƑūŠŞĚŠƥîŕɈ¬ūČĿîŕ and Governance. ¹ĺĿƙ îŠîŕǋƙĿƙ ĿēĚŠƥĿǶĚƙɈ ūŠ ƥĺĚ ūŠĚ ĺîŠēɈ îŕŕ the positive and negative impacts exerted by Authentic Products on the environment, people and society, and on the other, the ǶŠîŠČĿîŕ ƑĿƙŒƙ and opportunities for the organisation arising from societal and environmental changes. Impact materialiϧ The company has impacts on people and the environment Finance materialiϧ Societal and climate trends have impacts on the company DOUBLE MATERIALITY GHG EMISSIONS WASTE HUMAN RIGHTS WATER CONSUMPTION CLIMATE CHANGE RESOURCE AVAILABILITY GEOPOLITICAL CRISES HEALTH RISKS Alignment with European standards A rating of the importance of all these topics enables a ranking to be obtained according to two dimensions: ɠƥūƎĿČƙūĲǶŠîŠČĿîŕĿŞƎūƑƥîŠČĚ - topics of importance in terms of impacts.

02. Structure ESG ¡H/ȅȁ îƙĚē ūŠ ƥĺĿƙ ČŕîƙƙĿǶČîƥĿūŠɈ ƥĺĚ ǅūƑŒĿŠĳ ĳƑūƭƎ ēĚǶŠĚē ƥĺĚ ĿŞƎîČƥƙɈ ƑĿƙŒƙ îŠē ūƎƎūƑƥƭŠĿƥĿĚƙ (IROs) linked to their activities, sites, teams and intervention areas. The rating of each IRO made it possible to determine its degree of materiality. Two rating ĳƑĿēƙ ǅĚƑĚ ĲūŕŕūǅĚēɇ ƥĺĚ ǶƑƙƥ ēĚēĿČîƥĚē ƥū assessing the importance of impacts, and the ƙĚČūŠēƥūîƙƙĚƙƙĿŠĳǶŠîŠČĿîŕŞîƥĚƑĿîŕĿƥǋɍ Ϫe denition of impacts, risks and opportunities and their rating IMPACT MATERIALITY RATING - Scale of consequences for the environment or people - Scope, the extent of the area affected by the impact ɠTƑƑĚŞĚēĿîċĿŕĿƥǋɈĲūƑŠĚĳîƥĿǄĚĿŞƎîČƥƙūŠŕǋɇ the extent to which it is possible to restore the situation to its initial state. FINANCIAL MATERIALITY RATING Assessment of risks and opportunities îĳîĿŠƙƥǶŠîŠČĿîŕɈūƎĚƑîƥĿūŠîŕɈƑĚĳƭŕîƥūƑǋ and reputational criteria. MADAGASCARFRANCE The results are represented in a double materiality matrix, cross-referencing issues that are material ĲƑūŞ î ǶŠîŠČĿîŕ ƎĚƑƙƎĚČƥĿǄĚ ǅĿƥĺ ƥĺūƙĚ ƥĺîƥ îƑĚ material in terms of impact on the environment, people and society. The study was carried out at group level and across two locations in order to îēîƎƥƥĺĚƑĚƙƭŕƥƙƥūǶĚŕēƑĚîŕĿƥǋɍ

02. Structure ESG ¡H/ȅȃ Material ESG issues Water management This topic is a particular issue in the Madagascar area. Although, from an operational standpoint, vanilla processing does not require intensive water use, there is still a risk of resource scarcity as well as an issue around water potability. Authentic Products therefore acts in favour of access to a quality water resource for local populations and producers. Combating corruption and bribery This is a reality in Madagascar, and the many actions already in place to prevent the occurrence of these unlawful acts do not fully reduce the materiality of this risk. The consequences of such acts are highly detrimental, and this topic is closely monitored by the organisation. Protection of fundamental human rights Also mainly present in Madagascar, the protection and defence of fundamental human rights, for both direct employees and workers in the value chain, is a matter of primary importance for Authentic Products. Contracts and working conditions are rigorously monitored, ǶĚŕēîƭēĿƥƙƥîŒĚƎŕîČĚîƙƎîƑƥūĲƑĚƙƎūŠƙĿċŕĚǄîŕƭĚɠČĺîĿŠČĚƑƥĿǶČîƥĿūŠɈ and a responsible charter is signed with suppliers in order to minimise the occurrence of any such breach of rights. Working conditions in the value chain There is an issue regarding the precariousness of certain working conditions among producers. Training and awareness-raising for producers on HSE (Health, Safety and Environment), sustainable agricultural techniques, health and safety, as well as the implementation of guarantees to protect their fundamental human rights, are among the actions carried out by Authentic Products in favour of workers in the value chain. Climate & GHG emissions Authentic Products has assessed its GHG emissions annually since ȃȁȃȃɒĿƥƙ¬ČūƎĚȄĿƙƥĺĚŞūƙƥĚŞĿƙƙĿūŠɠĿŠƥĚŠƙĿǄĚɈƎîƑƥĿČƭŕîƑŕǋēƭĚƥū freight activities. In response, a mitigation plan is being deployed with ƥĺĚ ēĚǶŠĿƥĿūŠ ūĲ îŠ îŞċĿƥĿūƭƙ ƙƥƑîƥĚĳǋ îŠē ƐƭîŠƥĿǶĚē ūċŏĚČƥĿǄĚƙɈ îƙ ƎîƑƥūĲ ¹/ǄîŕƭîƥĿūŠɍTŠîēēĿƥĿūŠɈîƙîƙĿĳŠĿǶČîŠƥƎîƑƥūĲĿƥƙîČƥĿǄĿƥĿĚƙ is operated in Madagascar, the organisation is exposed to climate risks, with extreme events becoming increasingly frequent and intense. The study and implementation of climate change adaptation solutions will be among the topics for the year ahead.

02. Structure ESG PAGE 44 Finance materialiϧ Biodiversity and ecosystems The impact linked to agricultural activity, and above all to land-use change, is inherent in their activities. Conversely, Authentic Products depends on ecosystem services, particularly to maintain soil quality and regulate the climate, in order to continue growing vanilla under good conditions. The impact on ecosystems is clearly controlled and rigorously monitored, particularly within the ĲƑîŞĚǅūƑŒūĲƥĺĚƙƭƙƥîĿŠîċĿŕĿƥǋČĚƑƥĿǶČîƥĿūŠūĲĿƥƙ various producer cooperatives. Authentic Products is strongly committed to preserving ecosystems and raising awareness among local populations by supporting producers in a transition towards virtuous agricultural practices. Control of regulatory compliance Faced with the proliferation of regulatory frameworks, small operators encounter greater ēĿĲǶČƭŕƥĿĚƙ ĿŠ îČĺĿĚǄĿŠĳ ČūŞƎŕĿîŠČĚ ǅĿƥĺ ŕĿŞĿƥĚē resources and time, unlike other larger players. Impact materialiϧ Support for community development ¬ĿŠČĚ ȃȁȂȁɈ ƭƥĺĚŠƥĿČ ¡ƑūēƭČƥƙ ĺîƙ ċĚĚŠ committed to the economic and social development of communities in Madagascar through the Savanille, Tsara Kalitao and Authentic Vanille agricultural cooperatives, as well as their Mahadera agricultural training centre. Circular economy and management of waste A major risk exists due to the absence of sorting channels in Madagascar. Nevertheless, the recyclable materials mainly used in their activities are intended to package the products sold and îƑĚƥĺĚƑĚĲūƑĚĚǊƎūƑƥĚēƥūGƑîŠČĚɍ¹ĺĚĿƑǶŠîŕ sorting is thus properly ensured by the sorting channels present in the destination countries of the products. In addition, Authentic Products creates synergies in Madagascar by recovering agricultural materials as biofuels, implementing vermicomposting and creating a green fertiliser, all innovations that draw on the circular economy and waste reduction. DOU MATER

03. Environmental PAGE 46

03. Environmental ¡H/ȅȉ The environmental approach pursued by Authentic Products since its ČƑĚîƥĿūŠƑĚǷĚČƥƙƥĺĚŕūŠĳɠƥĚƑŞČūŞŞĿƥŞĚŠƥūĲĿƥƙĲūƭŠēĚƑƙɈgîƭƑĚŠČĚîŠē Gigi, and of all employees to contribute to a structured environmental transition rooted in local realities. This commitment is part of a particularly sensitive context in Madagascar, an island with exceptional ecosystems but highly exposed to the effects of climate change and increasing pressure on its natural resources. In response to new climate conditions, biodiversity decline and tensions around access to water, Authentic Products deploys a comprehensive environmental approach. The actions carried out cover the reduction of greenhouse gas emissions and climate adaptation, the development of renewable energies, logistical and energy innovation, the recovery of agricultural waste within a circular economy approach, as well as the preservation and restoration of biodiversity. Carried out in close connection with producer communities, these actions are designed with them and for them. Their living conditions and the sustainability of agricultural systems are directly affected by the ŞƭŕƥĿƎŕĿČîƥĿūŠ ūĲ ēƑūƭĳĺƥ ĚƎĿƙūēĚƙɈ ƥĺĚ ĿŠƥĚŠƙĿǶČîƥĿūŠ ūĲ ƑîĿŠĲîŕŕ îŠē ƥĺĚ weakening of forest and coastal ecosystems. Authentic Products seeks to embed its environmental commitments in a collective dynamic, based on training, knowledge transfer and awareness-raising among younger generations. 3. environmental ¡H/ȅȉ

03. Environmental ¡H/Ȇȁ ENVIRONMENTAL INDICATORS BiodiversiԌ , 70.8 ha of agricultural plots forming an integral part of our sustainable programmes 1,470.8 HA OF AGRICULTURAL PLOTS forming an integral part of our sustainable ƎƑūĳƑîŞŞĚƙɈĿŠČŕƭēĿŠĳɇ ɠȇȁĺîŞîŠîĳĚēƭŠēĚƑîĳƑūĲūƑĚƙƥƑǋ ɠȅȄɍȉȅĺîēĚēĿČîƥĚēƥūƑĚĲūƑĚƙƥîƥĿūŠ ɠȃȁɍȂĺîēĚēĿČîƥĚēƥūƑĚĲūƑĚƙƥîƥĿūŠ 149,663 TREES ĿŠŠƭƑƙĚƑĿĚƙƙĿŠČĚȃȁȃȁ 5,078 HOURS OF TRAINING ĿŠîĳƑĿČƭŕƥƭƑîŕƥĚČĺŠĿƐƭĚƙƙĿŠČĚȃȁȃȂ 24,353 PRODUCERS ƥƑîĿŠĚēîŠēŞîēĚîǅîƑĚƙĿŠČĚȃȁȃȂ Waቴer 8 WELLS BUILT ƙĿŠČĚƥĺĚƎƑūĳƑîŞŞĚǅîƙŕîƭŠČĺĚēĿŠȃȁȁȉ 3. Environmental ¡H/Ȇȁ Climaቴe ȃȁȃȆĳƑūƭƎČîƑċūŠ assessment* 7,70 TCOE SCOPE ȉȁʣ SCOPE ʒȂʣ SCOPE ȃȁʣ 87 TCOE îƑċūŠîƙƙĚƙƙŞĚŠƥɃȃȁȃȆîČƥĿǄĿƥǋǄîŠĿŕŕî

03. Environmental ¡H/Ȇȃ CLIMATE AND GHG EMISSIONS Measurement* of the 225 carbon footprint SCOPE AND METHODOLOGY In 2025, Authentic Products continued its approach to measuring and managing its carbon footprint, initiated in 2019, in order to better guide its actions to reduce greenhouse gas emissions. The carbon assessment is a central decision-making tool, making it possible to align the development of Authentic Products’ activities with its environmental commitments. Comparability note: The year-on-year comparisons cover stable and comparable items. TŠ ƥĚƑŞƙ ūĲ Ŀƥƙ ČîƑċūŠ ƥƑîŏĚČƥūƑǋɈ ĿŠ ȃȁȃȅ ƭƥĺĚŠƥĿČ Products undertook an analysis using the ACT Step-by-Step tool (Accelerating Clean Transition), developed by ABC and ADEME. Applied to the vanilla supply chain (Authentic Products France and Authentic Products Madagascar Antsirabe), this approach made it possible to establish a historical emissions inventory ĲūƑƥĺĚȃȁȂȊɝȃȁȃȄƎĚƑĿūēîŠēƥūŕîǋƥĺĚĲūƭŠēîƥĿūŠƙ ĲūƑ î ƙĚČƥūƑɠƙƎĚČĿǶČ ēĚČîƑċūŠĿƙîƥĿūŠ Ǝîƥĺǅîǋɍ ¹ĺĚ ūċŏĚČƥĿǄĚĲūƑȃȁȃȇĿƙƥūČūŞƎŕĚƥĚƥĺĿƙƥūūŕǅĿƥĺȃȁȃȅɝ ȃȁȃȆēîƥîɍ GūƑ ƥĺĿƙ ȃȁȃȆ îƙƙĚƙƙŞĚŠƥɈ ƭƥĺĚŠƥĿČ ¡ƑūēƭČƥƙ reached the Standard level of the Bilan Carbone® V9 method, enriched by the ACT Step-by-Step approach îŠēƥĺĚČūŞƎŕĚƥĿūŠūĲîŠg ūŠǶŠĿƙĺĚēƎƑūēƭČƥƙɍ¹ĺĚūċŏĚČƥĿǄĚĲūƑ ȃȁȃȇĿƙƥūĲūƑŞîŕŕǋƑĚîČĺƥĺĚēǄîŠČĚēŕĚǄĚŕɈǅĿƥĺƥĺĚĚƙƥîċŕĿƙĺŞĚŠƥ ūĲîƐƭîŠƥĿǶĚēŕūŠĳɠƥĚƑŞČîƑċūŠƥƑîŏĚČƥūƑǋɍ In continuity with previous exercises, Authentic Products places its carbon trajectory within a logic of continuous progress. The optimisation ūĲŕūĳĿƙƥĿČƙǷūǅƙ, the use of renewable energies, the development of innovative low-carbon transport and circular economy solutions, and reforestation and agroforestry programmes are all levers mobilised to control the group’s carbon footprint. Ƀ¹ĺĿƙ ŞĚîƙƭƑĚŞĚŠƥ ČūǄĚƑƙ ƥĺĚ ƥĺƑĚĚ ĚŞĿƙƙĿūŠƙ ƙČūƎĚƙɇ ¬ČūƎĚ Ȃ ɚēĿƑĚČƥĚŞĿƙƙĿūŠƙɛɒ¬ČūƎĚȃɚĚŠĚƑĳǋɛɒ¬ČūƎĚȄɚĿŠēĿƑĚČƥƭƎƙƥƑĚîŞîŠē downstream emissions from activities). This carbon assessment covers all of Authentic Products' French and Malagasy entities. A carbon footprint measurement is carried out for each ĳƑūƭƎĚŠƥĿƥǋɇ Authentic Products FranceɇƙƥūƑîĳĚɈ control, processing and packaging of products, marketing and distribution to user customers Authentic Products Madagascar, AntsirabeɇƎƭƑČĺîƙĚƙɈƎƑĚƎîƑîƥĿūŠîŠē export of vanilla Authentic Products Madagascar, TamataveɇƎƭƑČĺîƙĚƙɈƎƑĚƎîƑîƥĿūŠîŠē export of clove and pepper Authentic Products IndustryɇƎƑūČĚƙƙĿŠĳ raw materials into extracts and essential oils Mahadera Agricultural Training Centreɇ training young people in agricultural techniques

03. Environmental ¡H/Ȇȅ TŠȃȁȃȆɈƥĺĚȅȄʣēĚČƑĚîƙĚɚ827 tCO2eɈČūŞƎîƑĚēǅĿƥĺȂɈȅȆȉƥ ~ȃĚ ĿŠȃȁȃȅɛǅîƙēƑĿǄĚŠŞūƑĚƥĺîŠȊȆʣċǋĲƑĚĿĳĺƥɈǅĺĿČĺĲĚŕŕĲƑūŞȂɈȁȄȆ ƥūȃȊȇƥ ~ȃĚɍ¹ĺĚƙĺĿĲƥĿƙîŕŞūƙƥĚŠƥĿƑĚŕǋēƭĚƥūinternal air freight, ǅĺĿČĺĲĚŕŕĲƑūŞȈȈȇƥūȂȇƥ ~ȃĚɍTŠȃȁȃȆɈĲūƑƙƥƑîƥĚĳĿČƑĚîƙūŠƙɈǄĚƑǋ little vanilla was shipped, and mainly by air between the two sites, ƭŠŕĿŒĚĿŠȃȁȃȅɈǅĺĚŠƥĺĿƙǷūǅǅîƙƎîƑƥĿČƭŕîƑŕǋĿŠƥĚŠƙĚɍ¹ĺĚūƥĺĚƑƙƭċɠ items changed little and offset one another. ¬ƥƑƭČƥƭƑîŕ ĿƥĚŞƙ ɜ ǶǊĚē îƙƙĚƥƙ ɚȃȄȂ ƥ ~ȃĚɛɈ ĚŠĚƑĳǋ ɚȂȃȃ ƥ ~ȃĚɛɈ ƥƑîǄĚŕ ɚȊȃ ƥ ~ȃĚɛ ɜ ƑĚŞîĿŠĚē ƙƥîċŕĚ îŠē ĿŠēĚƎĚŠēĚŠƥ ūĲ ƙūƭƑČĿŠĳ decisions. GūƙƙĿŕĚŠĚƑĳǋɚĲƭĚŕūĿŕîŠēēĿĚƙĚŕîƥ¡qŠƥƙĿƑîċĚɛƑĚƎƑĚƙĚŠƥĚēȂȃȁ ƥ ~ȃĚ ĿŠ ȃȁȃȆɈ î ǄîŕƭĚ îŕŞūƙƥ ƙƥîċŕĚ ČūŞƎîƑĚē ǅĿƥĺ ȃȁȃȅ ɚȂȃȇ ƥ ~ȃĚɛɍ OūǅĚǄĚƑɈ Ŀƥƙ relative share of the total rose sharplyɇ ĲƑūŞ ȊʣĿŠȃȁȃȅƥūȂȅʣĿŠȃȁȃȆɍ¹ĺĿƙĿƙŠūƥîŠĿŠČƑĚîƙĚĿŠČūŠƙƭŞƎƥĿūŠɈ but a composition effect. As Scope 3 collapses with freight, structural items mechanically weigh more heavily. This is precisely why reducing dependence on fossil fuels at APM Antsirabe is the priority long-term ŕĚǄĚƑɇ Ŀƥƙ ĿŞƎîČƥ ǅĿŕŕ ċĚ ǄĿƙĿċŕĚ îŠē ŕîƙƥĿŠĳɈ ĿŠēĚƎĚŠēĚŠƥŕǋ ūĲ îŠŠƭîŕ freight volumes. ~ŠƥĺĚČūŞƎîƑîċŕĚǄîŠĿŕŕîƙČūƎĚɚ¡GîŠē¡qŠƥƙĿƑîċĚƙĿŠČĚȃȁȂȊɛɈ the footprint fell from 1,290 to 827 tCO2e, a decrease of -36%. The ƥƑîŏĚČƥūƑǋĿƙŠūƥŕĿŠĚîƑɇĿƥƑĚǷĚČƥƙƙūƭƑČĿŠĳēĚČĿƙĿūŠƙɈŠūƥǄîƑĿîƥĿūŠƙĿŠ ĚŠǄĿƑūŠŞĚŠƥîŕĚĲǶČĿĚŠČǋɍ Freight Fixed assets Energy Travel Packaging Inputs waste Trend in of the carbon footprint 2019-2025 ×îŠĿŕŕîƙČūƎĚɜ¡Gʋ¡qŠƥƙĿƑîċĚɚƥ ~ȃĚɛ ȄɈȁȁȁ ȃɈȆȁȁ ȃɈȁȁȁ ȂɈȆȁȁ ȂɈȁȁȁ Ȇȁȁ ȁ ƥ ~ȃĚ ȃȁȂȊ ȃȁȃȂ ȃȁȃȃ ȃȁȃȄ ȃȁȃȆȃȁȃȅ 1,290 1,395 862 827 1,458 2,971

03. Environmental ¡H/Ȇȇ Life Cycle Assessment SCOPE AND METHODOLOGY TŠ ȃȁȃȆɈ ƭƥĺĚŠƥĿČ ¡ƑūēƭČƥƙ supplemented its carbon assessment with a formal Life Cycle Assessment (LCA) of its vanilla range, covering ƥĚŠ ǶŠĿƙĺĚē ƎƑūēƭČƥƙ ĲƑūŞ ŠîƥƭƑîŕ ǷîǄūƭƑĿŠĳƥūƎĚîƑŕƙɍ ūŞƎŕĿîŠƥ ǅĿƥĺ T¬~ Ȃȅȁȅȁ îŠē Ȃȅȁȅȅ ƙƥîŠēîƑēƙɈ ƥĺĿƙ îƎƎƑūîČĺ assesses the impact of each product îČƑūƙƙǶǄĚĚŠǄĿƑūŠŞĚŠƥîŕĿŠēĿČîƥūƑƙɇ climate change water consumption primary energy îČĿēĿǶČîƥĿūŠ Eutrophication and this across the entire chain, from green vanilla in Madagascar through to delivery to the customer (cradle- to-gate approach). The selected functional unit is 1 kg ūĲ ǶŠĿƙĺĚē ƎƑūēƭČƥ ƙūŕē ƥū ƥĺĚ ĚŠē customer, as direct exports from Madagascar sometimes take place. ¹O/GT×/g Ts'T ¹~¤¬ɜ WHAT THEY MEASURE Climate change (kgCO2eq/kg) The best-known indicator. It measures the product’s contribution to global warming by îĳĳƑĚĳîƥĿŠĳîŕŕĳƑĚĚŠĺūƭƙĚĳîƙĚƙɚ ~șɈŞĚƥĺîŠĚɈ nitrous oxide, etc.) into a common unit. It is the central LCA indicator, directly comparable with the carbon assessment. Water consumption (m3/kg) This does not only measure the water in the ǶŠĿƙĺĚē ƎƑūēƭČƥɈ ċƭƥ îŕŕ ƥĺĚ ǅîƥĚƑ ŞūċĿŕĿƙĚē ƥĺƑūƭĳĺūƭƥ ƥĺĚ ŕĿĲĚ ČǋČŕĚɇ îĳƑĿČƭŕƥƭƑîŕ ǅîƥĚƑ ĲūƑ ingredient crops, process water in the plant, and water incorporated into packaging production. It is a measure of impact on water resources, not water content. Non-renewable primary energy (MJ/kg) Measures the amount of fossil energy consumed across the entire life cycle (oil, gas, coal) to produce, process, package and deliver the product. It is consistent with the carbon footprint but distinct ĲƑūŞĿƥɇƥǅūƎƑūēƭČƥƙŞîǋĺîǄĚƥĺĚƙîŞĚČîƑċūŠ footprint with very different energy mixes. Eutrophication (kg Peq/kg) Measures the product’s contribution to the excessive enrichment of aquatic and terrestrial environments with nutrients, mainly nitrogen and phosphorus. The main agricultural sources îƑĚ ĲĚƑƥĿŕĿƙĚƑƙ îŠē ŕĿǄĚƙƥūČŒ ĚĲǷƭĚŠƥƙɍ ¹ĺĿƙ Ŀƙ îŠ indicator of pressure on ecosystems. ČĿēĿǶČîƥĿūŠɚŞūŕOʋĚƐɓŒĳɛ Measures the contribution to acid rain and to the îČĿēĿǶČîƥĿūŠ ūĲ ƙūĿŕƙ îŠē ǅîƥĚƑɈ ŞîĿŠŕǋ ŕĿŠŒĚē ƥū ĚŞĿƙƙĿūŠƙ ūĲ ¬~șɈ ŠĿƥƑūĳĚŠ ūǊĿēĚƙ îŠē îŞŞūŠĿîɍ In agriculture, nitrogen fertilisers and pesticides are the main sources.

03. Environmental ¡H/Ȇȉ sîƥƭƑîŕǷîǄūƭƑĿŠĳȅʣ 37% 25% 13% 16% 8% /ǊƥƑîČƥȂȁȁĳɓg 47% 24% 13% 8% 8% ȁ ȃȁ ȅȁ ȇȁ ȉȁ Ȃȁȁ ¡îƑƥūĲƥĺĚČîƑċūŠĲūūƥƎƑĿŠƥɚʣɛ Packaging ingredients ¡ƑūČĚƙƙǷūǅ upstream vanilla Transport end of life Breakdown of the carbon footprint by category The eco-design levers differ according to the product form WHAT THE LCA REVEALS ABOUT THE AUTHENTIC PRODUCTS VANILLA RANGE The footprint does not follow the vanilla. One might expect the products richest in vanilla to be systematically the most emission-intensive. This is not what the data show. Liquid extracts, ǅĺĿČĺ ĿŠČūƑƎūƑîƥĚ ūŠŕǋ ȉʣ ƥū ȄȂʣ ǄîŠĿŕŕî ĿŠ their formulation, have footprints close to those ūĲ ƎūǅēĚƑɈ ǅĺĿČĺ Ŀƙ ŞîēĚ ƭƎ ūĲ Ȃȁȁʣ ƎƑĚƎîƑĚē vanilla. What makes the difference for extracts is ƎîČŒîĳĿŠĳɇ ƭƎ ƥū ȅȊʣ ūĲ ƥĺĚĿƑ ƥūƥîŕ ĲūūƥƎƑĿŠƥɍ ƎŕîƙƥĿČ ċūƥƥŕĚɈ ƙĺĿƎƎĿŠĳ ČîƑƥūŠƙɈ ŕîċĚŕƙɇ ŞîƥĚƑĿîŕƙ whose production ultimately weighs more heavily than vanilla in the assessment. This is an invitation not to reduce the carbon footprint to the agricultural upstream stage, and to look at what surrounds the product as much as what it contains. The other indicators tell the same story. /ƭƥƑūƎĺĿČîƥĿūŠ îŠē îČĿēĿǶČîƥĿūŠ îƑĚ ƙƥƑƭČƥƭƑîŕŕǋ ŕūǅ îČƑūƙƙ ƥĺĚ ĚŠƥĿƑĚ ƑîŠĳĚɇ ƥĺĿƙ Ŀƙ ƥĺĚ ēĿƑĚČƥ consequence of the absence of nitrogen fertilisers and plant-protection products upstream. For the ǅîƥĚƑ ĿŠēĿČîƥūƑɈ ƥĺĚ ƑĚîēĿŠĳ Ŀƙ ŞūƑĚ ŠƭîŠČĚēɇ it is not vanilla that mobilises water, but the production of formulation ingredients (sugar syrup and glucose), whose cultivation is more water- intensive than vanilla. Each product therefore requires its own analysis for this indicator. What LCA makes possible is precisely to see these nuances rather than working on averages that mask where action is possible. Transport is the invisible determinant of minimally processed products. GūƑ ĚǊƥƑîČƥƙɈ ƥƑîŠƙƎūƑƥ Ŀƙ ŞîƑĳĿŠîŕɇ ŕĚƙƙ ƥĺîŠ ȃʣ of the footprint. For gourmet pods and vanilla ƎūǅēĚƑɈ Ŀƥ ƑĚƎƑĚƙĚŠƥƙ ȅȃʣ îŠē Ȇȁʣ ūĲ ƥĺĚĿƑ total footprint respectively. These two products have in common that they are only slightly ēĿŕƭƥĚē ċǋ ūƥĺĚƑ ĿŠĳƑĚēĿĚŠƥƙ ūƑ ƎîČŒîĳĿŠĳɇ ƥĺĚĿƑ ĲūūƥƎƑĿŠƥ ēĿƑĚČƥŕǋ ƑĚǷĚČƥƙ ƥĺĚ ŕūĳĿƙƥĿČƙ Čūƙƥ ūĲ intercontinental transport. It is on these products that the transition to sail-powered maritime transport, undertaken with WindCoop, will have the strongest proportional impact. 46% 23% 12% 10% 8%/ǊƥƑîČƥȃȁȁĳɓg 46% 23% 12% 10% 8%Organic extract ȃȁȁĳɓg 46% 22% 12% 12% 8%/ǊƥƑîČƥȄȁȁĳɓg 49% 20% 11% 13% 7%/ǊƥƑîČƥȅȁȁĳɓg 9% 5% 33% 50% 3%Vanilla powder 11% 4% 83% 2%Pearls 3% 65%Industrial vanilla pods EU/US 32% 16% 53% 26% 5%Gourmet vanilla pods Vanilla paste 34% 10% 15% 2%31% 8% GĿĳƭƑĚȃɜƑĚîŒēūǅŠūĲƥĺĚĲūūƥƎƑĿŠƥċǋČîƥĚĳūƑǋɍɐÀƎƙƥƑĚîŞǄîŠĿŕŕîɐʏČūŕŕĚČƥĿūŠʋƎƑĚƎîƑîƥĿūŠʋƎƑūČĚƙƙĿŠĳĿŠƥūūŕĚūƑĚƙĿŠɍ

03. Environmental ¡H/ȇȁ REDUCE THE ENERGY FOOTPRINT, FROM PRODUCTION SITES TO EXPORT Final stretch towards sail-powered maritime transport with WindCoop As part of its strategy to reduce greenhouse gas emissions, Authentic Products has committed to the company WindCoop in support of the deployment of a sail-powered maritime transport solution. This commitment provides for exports as soon as the project enters service, scheduled for around 2027. In order to actively support this innovative ĿŠĿƥĿîƥĿǄĚɈƭƥĺĚŠƥĿČ¡ƑūēƭČƥƙċĚČîŞĚîŞĚŞċĚƑūĲØĿŠē ūūƎĿŠȃȁȃȆɈ ƥĺĚƑĚċǋîĲǶƑŞĿŠĳĿƥƙlong-term involvement in the decarbonisation of maritime transport. ¹ĺĚ ǶƑƙƥ ǄĚƙƙĚŕ ēĚǄĚŕūƎĚē ċǋ ØĿŠē ūūƎ ǅĿŕŕ ċĚ î ČūŠƥîĿŠĚƑ ƙĺĿƎ ƙƎĚČĿǶČîŕŕǋ ēĚƙĿĳŠĚē ƥū ŞĚĚƥ ƥĺĚ ČūŠƙƥƑîĿŠƥƙ ūĲ ƥĺĚ ĲƭƥƭƑĚ ēĿƑĚČƥ Madagascar (Tamatave) - France (Marseille) route. It will have a capacity of 210 TEU containers (twenty-foot equivalent units), corresponding to approximately 2,000 tonnes of goods, for a maximum length of ȉȊ ŞĚƥƑĚƙɍ ¹ĺĚ ǄĚƙƙĚŕ ǅĿŕŕ ċĚ optimised for mainly sail-powered navigation in order to maximise energy savings, and equipped with its own handling equipment, enabling access to the port of Madagascar. Beyond the climate issue, WindCoop is of logistical and economic interest because the project provides for a direct link between Tamatave and Marseille, making it possible to shorten transit times ČūŞƎîƑĚē ǅĿƥĺ ČūŠǄĚŠƥĿūŠîŕ ŞîƑĿƥĿŞĚ ƑūƭƥĚƙɍ ¹ĺĿƙ Ƿūǅ ūƎƥĿŞĿƙîƥĿūŠ is an additional lever of resilience, in a context marked by freight cost volatility and geopolitical tensions on certain maritime routes. Environmentally, thanks to wind-assisted propulsion, the WindCoop cargo ship aims to reduce fuel consumption by up to 90%, depending on routes and seasonal sailing conditions, with an average objective set at this level. These estimates are based on route simulations carried out in partnership with the consultancy D-Ice Engineering, using statistical wind data from the last ten years. 'ĿƙČƭƙƙĿūŠƙĺĚŕēĿŠȃȁȃȆǅĿƥĺƥĺĚØĿŠē ūūƎƥĚîŞƙŞîēĚĿƥƎūƙƙĿċŕĚƥū anticipate implementation conditions, particularly in terms of transport organisation and goods insurance.

03. Environmental ¡H/ȇȃ SUSTAINABLE MANAGEMENT OF WATER RESOURCES KEY FIGURES 8 wells completed since 2008 well rehabilitations in 225 8 wells in 226 ǅĿŕŕċĚċƭĿŕƥǅĿƥĺČūŠƥƑĿċƭƥĿūŠƙĲƑūŞ ƭƥĺĚŠƥĿČ¡ƑūēƭČƥƙGƑîŠČĚĿŠȃȁȃȆ

03. Environmental PAGE 64 PRESERVE BIODIVERSITY AND RESTORE FOREST ECOSYSTEMS Madagascar is home to exceptional biodiversity, with one of the highest rates of endemism in the world, including seven species of baobab, nearly ȂȊɈȁȁȁ ƎŕîŠƥ ƙƎĚČĿĚƙ îŠē ŞūƑĚ ƥĺîŠ ȂȁɈȁȁȁ animal species. This natural wealth is now severely threatened by structural deforestation. Over the space of sixty years, nearly 44% of the country’s forest cover has disappeared, under the combined effect of the expansion of agricultural land, slash-and- burn practices and increasing pressure on natural resources. From its origins, Authentic Products has made biodiversity protection and the restoration of forest ecosystems a central focus of its environmental actions, in close connection with producer communities. ¹ĺĿƙƙƥƑîƥĚĳǋĿƙċîƙĚēūŠƥĺƑĚĚĲƭŠēîŞĚŠƥîŕƎĿŕŕîƑƙɇ 1. Reforestation and establishment of nurseries ȃɍ¬ƭƎƎūƑƥĿŠĳČūŞŞƭŠĿƥĿĚƙƥūǅîƑēƙƥĺĚ anchoring of good agricultural practices 3. Raising awareness amongst populations KEY FIGURES 225 7,000 plants of trees placed in nurseries, including: 50,000 clove trees, 20,000 forest trees and 5,000 fruit trees ,000 forest trees for reforestation in community plots ɚĿŠČŕƭēĿŠĳȆȁȁČîƙĺɠČƑūƎƥƑĚĚƙɚČŕūǄĚ ƥƑĚĚƙɈČūĲĲĚĚƥƑĚĚƙîŠēČūČūîƥƑĚĚƙɛɛ , 8 forest trees ɚOĿŠƥƙĿîɈ¹ƙîƑîǄĿŠîɈūŠîƑîɈGîŞĚŕūŠîɈ ƑūƙĚǅūūēɈOîǕūǄūŕîɛ

03. Environmental PAGE 66 Agroforestry to reconcile agricultural production and biodiversiϧ preservation Preserving biodiversity also involves changes in agricultural practices. Supporting producers towards agroforestry systems is therefore a major sustainability focus for the supply chain. These practices encourage the planting of trees and local species, the creation of natural shade and the reintegration of native plants into vanilla plots, promoting biodiversity, soil protection and crop resilience in the face of climate hazards. Train and raise awareness to sustainably preserve biodiversiϧ ƥƥĺĚƙîŞĚƥĿŞĚɈƙĿĳŠĿǶČîŠƥawareness-raising work on biodiversity protection is carried out among producers, local communities and younger generations. These training sessions and awareness campaigns aim to strengthen understanding of the issues linked to the preservation of endemic species and local ecosystems. TŠȃȁȃȆɈƥĺĚƙĚîČƥĿūŠƙǅĚƑĚƙƭƎƎŕĚŞĚŠƥĚēċǋ an analysis of ecological and environmental risks, highlighting the impact of certain ƥƑîēĿƥĿūŠîŕ ƎƑîČƥĿČĚƙ ūŠ ǷūƑî îŠē ĲîƭŠî, particularly the pressure exerted on certain endemic animal species. This approach made it possible to orientate actions towards a long-term approach, based on changing practices, knowledge transfer and local ownership of biodiversity issues, an essential condition for the sustainable restoration of ecosystems.

03. Environmental ¡H/ȇȉ MAKING THE CIRCULAR ECONOMY A LEVER FOR LOCAL RESILIENCE Authentic Products is continuing to expand circular economy projects with prospects for internal use (agricultural production, cooking) and, in the longer term, wider distribution locally. These innovations make it possible to make the best use of local resources, reduce waste and eliminate the need for chemical inputs. They focus on composting and waste transformation, which become sources of energy and fertiliser, some of which are now approved, opening a way for future commercialisation. vermicompost & green manure feeding soils diϒerently Vermicomposting is based on a natural process of organic waste degradation by worms, which transform the material into nutrient-rich compost. This process produces a quality organic fertiliser that improves soil fertility and water retention capacity. "Ϫe arrival of the worms marks the operational start of the vermicompost project!" - Georges Geeraerts ĲƥĚƑîƎƑĚƎîƑîƥĿūŠƎĺîƙĚĿŠȃȁȃȅɈthe vermicompost project reached the operational launch stage in 2025ɍ ¹ĺĚ ƙǋƙƥĚŞƙ ǅĚƑĚ Ǝƭƥ ĿŠ ƎŕîČĚ îŠē ƥĺĚ ǶƑƙƥ volumes of organic waste began to be recovered. This stage marks the transition from a pilot project to a dynamic integrated into the new agricultural practices carried out by partner producers, in line with the agroecology principles promoted by the Mahadera training centre.

04. Social ¡H/Ȉȁ

04. Social ¡H/Ȉȃ Marked by the socio-economic vulnerability of the agricultural territories in which it operates, human and territorial development issues are placed at the heart of Authentic Products’ development model. This social dimension is an essential lever for supply-chain resilience and sustainable value creation, both for its teams and for partner communities in Madagascar. ¹ĺĿƙ îŞċĿƥĿūŠ Ŀƙ ƑĚǷĚČƥĚē ĿŠ îƥƥĚŠƥĿūŠ ƎîĿē ƥū ƥĺĚ development and ĲƭŕǶŕŞĚŠƥūĲĚŞƎŕūǋĚĚƙ, in France as in Madagascar. Authentic Products seeks to offer attractive and responsible working conditions by gradually structuring its occupational health and safety systems, and by deploying policies on pay equity and well-being at work, adapted to local contexts. Skills development is also a central pillar of this approach, through regular training on quality and sustainability requirements, the protection of fundamental human rights, environmental preservation, product traceability and consideration of the entire value chain. These commitments are supported by continuous investments in tools and equipment designed to facilitate daily operations and strengthen team safety. At the same time, Authentic Products deploys social programmes in Madagascar for producer communities. Through complementary actions in access to education, vocational training, women’s economic independence and agricultural professionalisation, the company works to reduce structural vulnerabilities, prevent child labour and strengthen the social and economic resilience of territories. This approach is part of a long-term vision based on local anchoring, knowledge transfer and the construction of inclusive and sustainable supply chains. 4. Social ¡H/Ȉȃ Mahadera Training Centre. On-site production of animal feed to feed the centre’s livestock

04. Social PAGE 74 SOCIAL INDICATORS 225 Ϡres 0% Workplace accident rate 9 employees in France Number of permanent employees employees in Madagascar Implementation of the four-and-a-half-day week at Authentic Products France . DAYS/WEEK H ūĲƥƑîĿŠĿŠĳĲūƑȉĚŞƎŕūǋĚĚƙ of Authentic Products France TŠǶƑƙƥîĿēɈĺǋĳĿĚŠĚîŠēĺĚîŕƥĺɈîŠēūČČƭƎîƥĿūŠîŕƙîĲĚƥǋĿŠ Madagascar 0 EMPLOYEES TRAINED Advantageous salary policy for the Authentic Products group. 4. Social PAGE 74

04. Social PAGE 76 ENSURE SAFE AND RESPONSIBLE WORKING CONDITIONS FOR EMPLOYEES Pay conditions Ϡaranteeing aϦractive and responsible remuneration Authentic Products ensures that it offers its employees responsible and attractive pay conditions, adapted to local contexts. Thus, for the Madagascar sites, the remuneration levels applied are above the Malagasy legal minimum of the local market, helping to improve job stability, limit precarity and strengthen team retention. This salary policy is part of a comprehensive approach aimed at securing employees’ career paths, recognising their commitment and creating a working environment based on trust and sustainability of professional relationships. This attention to pay conditions is accompanied by a structured ethical framework, including codes of conduct and formalised commitments on human rights, safety and responsible practices. All of these systems help establish a climate of trust and a strong collective spirit, regularly mobilised during periods of high activity. The teams’ ability to demonstrate solidarity, versatility and commitment is a key factor of resilience for Authentic Products. Health and safeϧ analysing risks and structuring prevention TŠ ȃȁȃȆɈ ĿŠɠēĚƎƥĺ ǅūƑŒ ǅîƙ ƭŠēĚƑƥîŒĚŠ ƥū structure the occupational health and safety system. An OHS risk analysis was carried out by type of positionɈ ČūǄĚƑĿŠĳ ǶĚŕēɈ ƎƑūēƭČƥĿūŠ îŠē ūĲǶČĚ îČƥĿǄĿƥĿĚƙɍ ¹ĺĿƙ îƎƎƑūîČĺ ŞîēĚ Ŀƥ ƎūƙƙĿċŕĚ to identify and prioritise the main risks, in order ƥū ēĚǶŠĚ ƥîƑĳĚƥĚē corrective actions adapted to operational realities. Personal protective equipment is made available to teams, including ƙƎĚČĿǶČĺĚîƑĿŠĳ protection for positions exposed to noise, as well as equipment adapted to the physical and environmental constraints of activities. This gradual structuring of the OHS system forms the foundation of a management system that is set to be strengthened in the coming years, in line with the group’s internal ƙƥîŠēîƑēƙîŠēČĚƑƥĿǶČîƥĿūŠƑĚƐƭĿƑĚŞĚŠƥƙɍ These systems are accompanied by awareness- raising actions in order to ensure that teams properly adopt and use them effectively.

04. Social ¡H/Ȉȉ ANCHOR SUSTAINABLE SOCIAL DYNAMICS WITHIN LOCAL COMMUNITIES In a context marked by strong socio-economic vulnerability and structural dependence on the vanilla supply chain, Authentic Products supports local communities with a comprehensive, ƎƑūĳƑĚƙƙĿǄĚîƎƎƑūîČĺƑūūƥĚēĿŠǶĚŕēƑĚîŕĿƥĿĚƙɍ Four complementary programmes combine their ƙƥƑĚŠĳƥĺƙ ƥū ŞĚĚƥ ƥĺĿƙ ūċŏĚČƥĿǄĚɇ ¹ƙîƑî eîŕĿƥîūɈ the Mahadera Vocational Training Centre, Savanille and Authentic Vanille. Their support is organised around access to basic education, vocational training for young adults, agricultural structuring and transition, and securing women’s economic independence. Each programme îēēƑĚƙƙĚƙƙƎĚČĿǶČĿƙƙƭĚƙǅĺĿŕĚĲūƑŞĿŠĳƎîƑƥūĲî common trajectory aimed at reducing community vulnerability to economic, climate and social hazards, and at promoting the sustainable integration of producers and their families into the supply chain. Supporting local communities is a central pillar of Authentic Products’ sustainability strategy, designed as a lever for resilience and progressive transformation of territories. From the protection of fundamental rights to access to school and the ǶĳĺƥîĳîĿŠƙƥČĺĿŕēŕîċūƭƑɚ¹ƙîƑî Kalitao). To the training and professional independence of young people (Mahadera). To women’s economic autonomy (Savanille). To conclude on agricultural professionalisation (Authentic Vanille) A key theme by programme

04. Social ¡H/ȉȁ Tsara Kalitao, a structuring programme serving education and communiϧ cohesion TŠ ȃȁȃȆɈ ƥĺĚ ¹ƙîƑî eîŕĿƥîū ƎƑūĳƑîŞŞĚ ČūŠƥĿŠƭĚē to grow in strength as a social pillar of the actions carried out by Authentic Products among producer communities. SCHOOL FOR ALL On the education side, the programme directly supported the schooling of 685 pupils from local communities. This assistance covered both tuition fees and enrolment fees within partner primary schools, thereby helping to keep children in the school system and prevent them from dropping out. In this framework, 19 teachers were trained in teaching quality in order to sustainably improve learning conditions. These actions are part of a broader approach to promoting education as a central lever for local development. PRODUCER SUPPORT At the same time, Tsara Kalitao helps strengthen the social traceability of supply chains and the dissemination of commitments, particularly on issues relating to children’s rights and producers’ living conditions, within a preventive logic. Lastly, Tsara Kalitao plays a key interface role between the different development programmes led by Authentic Products. In close connection with the Mahadera Centre and Savanille, the programme helps embed social actions in a long-term vision, orientated towards community resilience by sustainably combating the structural mechanisms of poverty. KEY FIGURES 225 8 children schooled coverage of school fees 9 schools coverage of school fees 9 teachers ƥƑîĿŠĚēĿŠČŕƭēĿŠĳȂȃǅūŞĚŠ 7 pupils attended biodiversity training

04. Social ¡H/ȉȃ ¹ĺĚ ǋĚîƑ ȃȁȃȆ ǅîƙ ŞîƑŒĚē ċǋ ēĚǄĚŕūƎŞĚŠƥƙ ĲūƑ ƥĺĚ qîĺîēĚƑî agricultural training centre, with a redesign of its educational and economic model. ¹ĺĚ ČĚŠƥƑĚɫƙ ǶƑƙƥ ĲĚǅ ǋĚîƑƙ ūĲ ūƎĚƑîƥĿūŠ ŞîēĚ Ŀƥ ƎūƙƙĿċŕĚ ƥū ĿēĚŠƥĿĲǋ the strengths of the system and analyse certain limitations, particularly ĿŠ ƥĚƑŞƙ ūĲ ċĚŠĚǶČĿîƑĿĚƙɫ ĚČūŠūŞĿČ ĿŠēĚƎĚŠēĚŠČĚ îŠē ƥĺĚ ŕūŠĳɠƥĚƑŞ viability of projects. Following various audits and recommendations from FERT, Mirakapa and the Atlantic Foundation, the centre initiated a transformation aimed at strengthening the real impact of training on the sustainable professional independence of young people. A NEW TRAINING MODEL ŠĚǅ ƥƑîĿŠĿŠĳ ĲūƑŞîƥ ǅîƙ ĿŞƎŕĚŞĚŠƥĚē ĲƑūŞ ¬ĚƎƥĚŞċĚƑ ȃȁȃȆɍ Tƥ is based on a one-year cycle, combining six months of theoretical ƥƑîĿŠĿŠĳîŠēƙĿǊŞūŠƥĺƙūĲƎƑîČƥĿČîŕǶĚŕēƥƑîĿŠĿŠĳ. This development responds to the desire to strengthen the operational anchoring of ŕĚîƑŠĿŠĳ îŠē ċĚŠĚǶČĿîƑĿĚƙɫ îċĿŕĿƥǋ ƥū ƐƭĿČŒŕǋ ČîƑƑǋ î ǄĿîċŕĚ ĚČūŠūŞĿČ project. At the end of this year of vocational training, young people receive student grants, which provide support to settle directly once they have graduated. A post-training monitoring and support period is planned for one year, in order to ensure the long-term viability of their integration. THE SELECTION OF YOUNG ADULTS This development is accompanied by a change in selection criteria, with priority targeting of young adults aged at least 18, compared with 14 ƎƑĚǄĿūƭƙŕǋɍ ¹ĺĿƙ ČĺūĿČĚ îĿŞƙ ƥū ƎƑūŞūƥĚ ċĚŠĚǶČĿîƑĿĚƙɫ ŞîƥƭƑĿƥǋɈ ƥĺĚĿƑ ability to carry an economic project and their sustainable integration after training. Indeed, the selected pupils already demonstrate a concrete professional project and a desire to settle quickly. This new criterion also reduces the risks of dropping out or of income being absorbed by other family members, as was observed in previous systems. TŠ ȃȁȃȆɈ 30 young people, including 4 women, joined this new pathway, with part of the training costs covered by Authentic Products. ¬ĿŠČĚƥĺĚŕîƭŠČĺūĲƥĺĚČĚŠƥƑĚɈȂȉȉǋūƭŠĳƎĚūƎŕĚĺîǄĚċĚŠĚǶƥĚēĲƑūŞ professional agricultural training. Mahadera an evolving model moving towards economic autonomy and professionalisation

04. Social ¡H/ȉȅ Savanille, structuring a fair and inclusive supply chain Savanille plays a central role in structuring a fair and inclusive vanilla supply chain, while strengthening actions in favour of producers’ economic empowerment, particularly that of women. The programme is part of a logic of sustainable value creation for vanilla, combining quality requirements, respect for social standards and improvement of communities’ living conditions. COMMUNITY SAVINGS AS A LEVER FOR EMPOWERMENT One of the major focuses of the year concerns strengthening community savings and solidarity systems of the VSLA type (Village Community Savings and Loans). These groups, composed of approximately 90% women, are an essential lever forǶŠîŠČĿîŕĿŠēĚƎĚŠēĚŠČĚ. VALUING THE KEY ROLE OF WOMEN IN THE SUPPLY CHAIN Savanille recognises the key role of women in the vanilla supply chain, particularly in pollination operations, where their expertise is decisive. The programme values this contribution and strengthens their participation in the collective and decision-making dynamics of the cooperatives. ¹ĺĚǋĚîƑȃȁȃȆŞîēĚĿƥƎūƙƙĿċŕĚƥūƎƑĚƎîƑĚîŠĚǅƎĺîƙĚūĲēĚǄĚŕūƎŞĚŠƥɍ TŠȃȁȃȇɈ¬îǄîŠĿŕŕĚǅĿŕŕƑūŕŕūƭƥstructuring income-generating projects for women ɚîĳƑĿČƭŕƥƭƑîŕ ēĿǄĚƑƙĿǶČîƥĿūŠɈ ċĿūēĿǄĚƑƙĿƥǋ ƎƑūƥĚČƥĿūŠɈ ecological charcoal production). Their participation in the management and leadership of cooperatives will also be strengthened. TŠȃȁȃȆɈƥĺĚĳƑîŠƥƙîŠē organisational support provided made it possible ƥūƙƭƎƎūƑƥɇ - the management of family budgets - Planning of expenditure - Prevention of malnutrition within villages

04. Social ¡H/ȉȇ Authentic Vanille professionalising the supply chain and supporting the changes in agricultural practices The Authentic Vanille programme aims to continuously improve agricultural practices, professionalise producers and further integrate quality, environmental and social requirements. This organisation plays a central role in structuring the vanilla supply chain at origin, and forms the operational foundation linking producers, cooperatives and Authentic Products’ processing sites. The creation of responsible cooperatives enables female and male ƎƑūēƭČĚƑƙƥūċĚŠĚǶƥĲƑūŞîēǄîŠƥîĳĚūƭƙƎƑĿČĚƙĲūƑČūŠǄĚŠƥĿūŠîŕǄîŠĿŕŕîɈ thereby providing them with fairer and more favourable remuneration for their production. ¹ĺĚ ǋĚîƑ ȃȁȃȆ ŞîƑŒĚē î ƙƥƑĚŠĳƥĺĚŠĿŠĳ ūĲ technical support for producers and cooperative members, through regular training on good agricultural practices. This led to the implementation of a "good ƎƑîČƥĿČĚĳƭĿēĚĲūƑǄîŠĿŕŕîƎŕîŠƥĿŠĳɐɈĲūŕŕūǅĿŠĳČĚƑƥĿǶČîƥĿūŠîŠēƐƭîŕĿƥǋ requirements in order to progressively align producers with sustainable cultivation. ¹ĺĚƥƑîĿŠĿŠĳūĲĲĚƑĚēƥūƎƑūēƭČĚƑƙČūǄĚƑƙƥĺĚĲūŕŕūǅĿŠĳƥūƎĿČƙɇ good vanilla cultivation practices the management of plots soil protection and biodiversity preservation prevention of child labour One of the major missions pursued by Authentic Vanille is to distribute ƥĺĚ ƎƑĿŠČĿƎŕĚƙ ūĲ îĳƑĿČƭŕƥƭƑîŕ ēĿǄĚƑƙĿǶČîƥĿūŠ, moving towards the cultivation of cloves, coffee and pink peppercorns. In connection with the Mahadera Centre, the programme encourages the introduction of complementary crops and income-generating activities, in order to reduce exclusive dependence on vanilla. This approach is particularly necessary in a context of high price volatility and increased uncertainty over harvest volumes and quality.

05. Governance ¡H/ȉȉ

05. Governance ¡H/Ȋȁ Authentic Products’ governance policies are based on a constant requirement for quality, compliance and social responsibility. In an environment marked by increased regulatory requirements, heightened market expectations and growing vigilance on ethical issues, the ability to ƙƥƑƭČƥƭƑĚƥƑîŠƙƎîƑĚŠƥîŠēǄĚƑĿǶîċŕĚƎƑîČƥĿČĚƙ is one of the major pillars of how Authentic Products operates. ¹ĺĿƙƑĚƐƭĿƑĚŞĚŠƥĿƙƑĚǷĚČƥĚēĿŠƥĺĚĿŞƎŕĚŞĚŠƥîƥĿūŠūĲrobust management systems, adherence to ƑĚČūĳŠĿƙĚē ƙƥîŠēîƑēƙ îŠē ČĚƑƥĿǶČîƥĿūŠ, and the deployment of shared ethical rules applied to all activities and partners. These approaches aim to guarantee the safety and quality of the products sold, while securing commercial relationships and preventing operational, reputational and regulatory risks. 5. governance ¡H/Ȋȁ

05. Governance ¡H/Ȋȃ List of certications by beneciary entiϧ, in Madagascar and France Authentic Products Madagascar Authentic Products France Tsara kalitao Savanille Authentic Products Madagascar Authentic Products France Authentic Vanille, area Tsarabaria Savanille Authentic Products Madagascar Authentic Products France Authentic Products France Authentic Products Madagascar, Tamatave GOVERNANCE INDICATORS Planned for 226 Two areas of the Authentic Vanille programme Authentic Products Madagascar, Antsirabe Nord 5. Governance ¡H/Ȋȃ

05. Governance PAGE 94 Commitment-based certications for organic, kosher and halal products ¡îƑƥūĲƭƥĺĚŠƥĿČ¡ƑūēƭČƥƙɫǄîŠĿŕŕîƎƑūēƭČƥĿūŠĿƙČĚƑƥĿǶĚē organic ċǋ /ČūČĚƑƥɍ ¹ĺĿƙ ČĚƑƥĿǶČîƥĿūŠ Ŀƙ ĚǄĿēĚŠČĚ of respect for agricultural practices that support biodiversity, soil fertility and the limitation of chemical inputs, while guaranteeing transparent traceability and labelling for consumers. It also makes it possible to meet growing market expectations in terms of sustainability and environmental quality. TŠ îēēĿƥĿūŠɈ ƭƥĺĚŠƥĿČ ¡ƑūēƭČƥƙ ƎƑūēƭČƥƙ îŕƙū ċĚŠĚǶƥ from kosher ČĚƑƥĿǶČîƥĿūŠ ɚƭŠēĚƑ ƥĺĚ ƙƭƎĚƑǄĿƙĿūŠ ūĲ ƥĺĚ Beth Din of Paris) and halal ČĚƑƥĿǶČîƥĿūŠɈ ĳƭîƑîŠƥĚĚĿŠĳ ƥĺĚĿƑČūŞƎŕĿîŠČĚǅĿƥĺƥĺĚƙƎĚČĿǶČƑĚƐƭĿƑĚŞĚŠƥƙūĲČĚƑƥîĿŠ ŞîƑŒĚƥƙɍ ¹ĺĚƙĚ ČĚƑƥĿǶČîƥĿūŠƙ ƙƥƑĚŠĳƥĺĚŠ access to a diverse and international customer base, while relying on strict controls of the processes and ingredients used. Reference frameworks for sustainable supply chains Beyond the sanitary quality of products, Authentic Products is part of a broader approach to integrate environmental, social and ethical dimensions. The Authentic Vanille, Tsara Kalitao and Savanille ƎƑūĳƑîŞŞĚƙĺîǄĚĿŞƎŕĚŞĚŠƥĚēČĚƑƥĿǶĚēūƑĳîŠĿČƙƭƎƎŕǋ chains (EU/NOP), and/or labelled Rainforest Alliance or Fairtrade, and most recently Fair For Life. These systems help structure more resilient supply chains by limiting producers’ vulnerability to price volatility and strengthening the local anchoring of activities. FAIRTRADE label - Implementation of local and regional networks of producer communities - Unique pricing model with the establishment of minimum prices - Fairtrade premium for male and female farmers - Rigorous standards for preserving the environment, health and working conditions - Development ƎƑĚŞĿƭŞƥūǶŠîŠČĚ collective projects FFL – Fair For Life label - Fair trade labelling within agricultural value chains - Implementation of humane, ethical and responsible long-term commercial partnerships - Fair prices, respectful, safe and ēĿĳŠĿǶĚēǅūƑŒĿŠĳČūŠēĿƥĿūŠƙɈƙƭƎƎūƑƥ for the autonomy of vulnerable communities, sustainable agricultural practices, strengthened transparency and traceability UEBT/RA - Union for the Ethical Biotrade & Rainforest Alliance - Joint programme of two NGOs on spices and herbs - Commitments to sourcing natural, ethical ingredients that respect biodiversity - Good practices based on 7 social and environmental principles - Implementation of a plan of continuous improvement - Internationally recognised standard

Annexes PAGE 96

Annexes ¡H/Ȋȉ REPORTING METHODOLOGY The reporting period is based on the calendar year, from 1 January to 31 December 2025. Indicators linked to sustainable development and Authentic Products’ ESG policy are monitored annually by the group’s various entities, at support-function level and by the management ƥĚîŞƙūĲƥĺĚǄîƑĿūƭƙƙƭċƙĿēĿîƑĿĚƙîŠēĺĚîēūĲǶČĚɍ REPORTING PRINCIPLES All reported data (indicators) comes from our various internal reporting systemsɇ - HRɇƙūČĿîŕēîƥîîŠēĺĚîŕƥĺɈƙîĲĚƥǋîŠēĚŠǄĿƑūŠŞĚŠƥ (HSE) data reporting tools; - SustainabilityɇHƑūƭƎƑĚƎūƑƥĿŠĳɒ - Financial dataɇ ŞîŠîĳĚŞĚŠƥ îŠē îČČūƭŠƥĿŠĳ tools. REPORTING SCOPE This sustainability report covers all active subsidiaries of the Group. Some indicators are not applicable across a full scope; this is therefore ƙƎĚČĿǶĚēǅĺĚƑĚƑĚŕĚǄîŠƥɍ This document is based on several sources of dataɇ social indicators managed and collected by the Human Capital department on behalf of the banking and insurance subsidiaries, and by the Health, Safety and Environment (HSE) departments on behalf of the industries; societal indicators that are monitored directly by the departments concerned and then transmitted for the report; environmental information that is monitored directly by the departments concerned and then transmitted for the report; ǶŠîŠČĿîŕ ĿŠĲūƑŞîƥĿūŠ ŞūŠĿƥūƑĚē ċǋ ƥĺĚ ǶŠîŠČĚ department. CALCULATION SCOPE OF THE CARBON ASSESSMENT Authentic Products carried out its ǶƑƙƥ ĿŕîŠ Carbone® carbon assessment in 2021, based on 2019 because of COVID in 2020. Authentic Products repeats the exercise every year. These assessments cover the French and qîŕîĳîƙǋ ĚŠƥĿƥĿĚƙɍ TŠ ȃȁȃȅɈ ƥĺĚ ĚǊĚƑČĿƙĚ ǅîƙ extended to Authentic Products Industry (new product processing site in Madagascar) and the Mahadera agricultural technical training centre. Thus, all of the Group’s activities are included in the operational scope of the carbon assessment calculations. The assessment was carried out using the Bilan îƑċūŠĚʬŞĚƥĺūēîŠēČūǄĚƑƙîŕŕƙČūƎĚƙȂɈȃîŠē Ȅɇ Scope 1ɇēĿƑĚČƥĚŞĿƙƙĿūŠƙɚĲƭĚŕƙɈūǅŠĚēǄĚĺĿČŕĚƙɛɒ Scope 2ɇ ĿŠēĿƑĚČƥ ĚŞĿƙƙĿūŠƙ ŕĿŠŒĚē ƥū ĚŠĚƑĳǋ (electricity consumed); Scope 3ɇ ūƥĺĚƑ ĿŠēĿƑĚČƥ ĚŞĿƙƙĿūŠƙ ɚƎƭƑČĺîƙĚƙɈ freight, travel, etc.), including upstream and downstream. Indicator or calculation index and monitoring measure: an indicator tracks and measures an action or its impact. It remains indicative and may, if relevant over the long term, be converted into a key performance indicator (KPI).

Annexes ¡H/Ȃȁȁ MAPPING OF THE VALUE CHAIN AND STAKEHOLDERS Vanilla, Clove, Spices Bush extraction Local production sites Sustainability topics MADAGASCAR Climate change Biodiversity and ecosystems Aquatic and marine resources Workers in the value chain Pollution Water and marine resources Business conduct Workers in the value chain Business ethics Pollution Climate change Circular economy (waste treatment) Water and marine resources Business ethics Social Governance Environment Raw materials Transport Production Stake holders Raw materials Transport Production Customers Collectors • suppliers • Employees • • Value chain workers • ĚƑƥĿǶĚƑƙ • • Banks and insurance • • Local authorities Government institutions local communities • • Planet • • •

Annexes ¡H/Ȃȁȃ MADAGASCAR Raw materials Transport Production Vanilla, Clove, Spices Bush extraction Local production sites Stake holders • Local village communities • Value chain workers • ĚƑƥĿǶČîƥĿūŠċūēĿĚƙ • Planet • local communities and government institutions • Banking and insurance partners • Collectors • Local authorities • Planet • Collectors • Suppliers/service providers ɚĚŠĚƑĳǋɈČūŠƙƭŞîċŕĚƙîŠē equipment) • local communities and government institutions • Banking and insurance partners • ĚƑƥĿǶČîƥĿūŠċūēĿĚƙ Planet Sustainability topics • Climate change • Biodiversity and ecosystems • Aquatic and marine resources • Workers in the value chain • Pollution • Water and marine resources • Business conduct • Workers in the value chain • Business ethics • Pollution • Climate change • Circular economy (waste treatment) • Water and marine resources • Employees • Business ethics Risks • Scarcity of resources • Reputational risk linked to child ŕîċūƭƑ • Regulatory risk (local, international) • Pollution • Climate change (violent event) • Production disruption due to lack of supply • ūŠƙƭŞîċŕĚƙ • Business ethics • Regulatory risk (local, international) Impacts Positive impacts • 'ĿǄĚƑƙĿǶČîƥĿūŠūĲČîƙĺČƑūƎƙîŠē income • ¤ĚĲūƑĚƙƥîƥĿūŠîŠēċĚƥƥĚƑƑĚƙƎĚČƥ for the environment through agroforestry cultivation • Professionalisation of producers • Women’s empowerment Negative impacts • Soil pollution in the event of poor waste management • Economic dependence • Loss of market in the event of reputation damage Negative impacts • ūŕŕĚČƥĿūŠūĲƎƑūēƭČƥƙċǋƥƑƭČŒƙ • ūŠƥƑĿċƭƥĿūŠƥūČŕĿŞîƥĚČĺîŠĳĚ • Induced pollution Positive impacts • ~ƎƎūƑƥƭŠĿƥǋĲūƑŕūČîŕŏūċƙ Negative impacts • ūŠƥƑĿċƭƥĿūŠƥūĳŕūċîŕ warming Opportunities • ¬ƭƙƥîĿŠîċŕĚƎƑūĳƑîŞŞĚǅĿƥĺ positive impacts • New market • Development of high added-value processed products (essential oils, extracts)

Annexes ¡H/Ȃȁȅ scope REPORTING YEAR indicators GRI VSME ȃȁȃȆ ȃȁȄȁ Units N1 Strategy: business model and sustainability Group ¡ŕĚîƙĚƑĚĲĚƑƥūƎîĳĚȃȁūĲƥĺĚHƑūƭƎƙĚČƥĿūŠ N2 Material sustainability issues Group Please refer to page 41 of the Group section N3 Management of material sustainability issues Group ¬ūƭƑČĚƎƑūĳƑîŞŞĚƙēĚƥîĿŕĚēĿŠƥĺĚƙƭċƙĚČƥĿūŠƙ N4 Main stakeholders Group See stakeholder mapping BP4 Transition plan for climate change mitigation Group 'ĚƥîĿŕĚēĿŠƥĺĚĚŠǄĿƑūŠŞĚŠƥîŕƙƭċƙĚČƥĿūŠ BP5 Physical risks linked to climate change Group See ACT SWOT: physical risks linked to climate change B3 Energy and GHG emissions Group ȂɈȃȈȊɈȁȁȁ ȄȁɈȁȁȁ kWh Fossil fuel ȄȁȃɠȂ Group ȄȂȅɈȃȉȃ ȄȆɈȁȁȁ kWh Electricity ȄȁȃɠȂ Group ȇȁȁ ȂȆȁ ƥ ~ȃĚƐ Scope 1 ȄȁȆɠȂ Group ȊȊ ȃȆ ƥ ~ȃĚƐ ¬ČūƎĚȃ ȄȁȆɠȃ Group ȇɈȆȁȄ ȂɈȆȁȁ ƥ ~ȃĚƐ ÀƎƙƥƑĚîŞ¬ČūƎĚȄ ȄȁȆɠȄ Group ȃȅ Ȇ ƥ ~ȃĚƐ 'ūǅŠƙƥƑĚîŞ¬ČūƎĚȄ ȄȁȆɠȄ BP3 Combating global warming ¬ƭċƙĿēĿîƑǋ ȇȁ Ȃȁȁ Ha Surface area dedicated to agroforestry Ȅȁȅɠȃ ¬ƭċƙĿēĿîƑǋ ȅȄɍȉȅ Ȃȁȁ Ha Surface area dedicated to reforestation ȄȁȅɠȄ ¬ƭċƙĿēĿîƑǋ ȃȁɍȂ Ȇȁ Ha Surface area dedicated to reforestation Ȅȁȅɠȃ ¬ƭċƙĿēĿîƑǋ ȃȄɈȆȁȁ ȄȃɈȁȁȁ Qty No. of trees planted for reforestation ȄȁȅɠȄ ¬ƭċƙĿēĿîƑǋ ȈȆɈȁȁȁ ȇȉɈȆȁȁ Qty sūɍūĲƥƑĚĚƙĿŠŠƭƑƙĚƑǋĿŠȃȁȃȆ Ȅȁȅɠȃ ¬ƭċƙĿēĿîƑǋ ȂȅȊɈȇȇȄ ȃȃȁɈȁȁȁ Qty ƭŞƭŕîƥĿǄĚŠƭŞċĚƑūĲƥƑĚĚƙĿŠŠƭƑƙĚƑĿĚƙƙĿŠČĚȃȁȃȁ Ȅȁȅɠȃ B4 Air, water and soil pollution ¬ƭċƙĿēĿîƑǋ NA NA Declarative Declarative, in accord with the standards in force ȄȁȆɠȈɈ ȄȁȄɠȃɈ ȄȁȇɠȄ ¬ƭċƙĿēĿîƑǋ NA NA Declarative Declarative, in accord with the standards in force ¬ƭċƙĿēĿîƑǋ NA NA Declarative Declarative, in accord with the standards in force TABLE OF INDICATORS sɇsūƥîƎƎŕĿČîċŕĚɓs ɇsūƥČūŞŞƭŠĿČîƥĚē

Annexes ¡H/Ȃȁȇ scope REPORTING YEAR indicators GRI VSME ȃȁȃȆ ȃȁȄȁ Units B5 Biodiversity ȂȄɈȁȁȁ ȂȄɈȁȁȁ Şȃ TŞƎĚƑŞĚîċŕĚƙƭƑĲîČĚîƑĚîɚǋîƑēƙɛ ȄȁȅɠȂ ¬ƭċƙĿēĿîƑǋ NC ȂȄȁȁȁ US$ GƭŠēĿŠĳĲūƑċĿūēĿǄĚƑƙĿƥǋƎƑūƥĚČƥĿūŠ Ȅȁȅɠȃ ¬ƭċƙĿēĿîƑǋ NC NC US$ ƭŞƭŕîƥĿǄĚĲƭŠēĿŠĳĲūƑċĿūēĿǄĚƑƙĿƥǋƎƑūƥĚČƥĿūŠ Ȅȁȅɠȃ ¬ƭċƙĿēĿîƑǋ ȂɈȅȈȁɍȉ ȂɈȆȁȁ Ha ¬ƭƑĲîČĚîƑĚîŞūŠĿƥūƑĚēĲūƑċĿūēĿǄĚƑƙĿƥǋ Ȅȁȅɠȃ ¬ƭċƙĿēĿîƑǋ ȆɈȁȁȁ ȂȁɈȁȁȁ Qty No. of fruit trees planted Ȅȁȅɠȃ ¬ƭċƙĿēĿîƑǋ 1 Ȃȁ Qty No. of visits organised in protected areas Ȅȁȅɠȃ B6 Water Group NC NC ŞȄ Total water withdrawn ȄȁȄɠȄ Group NC NC ŞȄ Total water consumed ȄȁȄɠȆ ¬ƭċƙĿēĿîƑǋ Ȇȉ ȈȆƥūȂȁȁ Qty sūɍūĲǅĚŕŕƙċƭĿŕƥƙĿŠČĚƥĺĚƙƥîƑƥūĲƥĺĚƎƑūĳƑîŞŞĚ ȄȁȄɠȄ B7 Use of resources, circular economy and waste management ¬ƭċƙĿēĿîƑǋ ȂȆ ȃȇ Mt compost produced ȄȁȇɠȂ ¬ƭċƙĿēĿîƑǋ Ȅ 4 Mt Vermicompost ȄȁȇɠȂ OĚîēūĲǶČĚ Ȃȁȁ Ȃȁȁ % Recycled packaging ȄȁȇɠȂ BP6 Ratio of hazardous and/or radioactive waste ¬ƭċƙĿēĿîƑǋ NC NC ŞȄ Qty alcohol consumed Ȅȁȇɠȇ B8 General OĚîēūĲǶČĚ Ȋ NA Qty No. of permanent employees ȅȁȆɠȂ ¬ƭċƙĿēĿîƑǋ ȂȂȃ NA Qty No. of permanent employees ȅȁȆɠȂ Group ȂȃȂ NA Qty No. of permanent employees ȅȁȆɠȂ OĚîēūĲǶČĚ ȆȆɓȅȆ ȇȆɓȄȆ % HĚŠēĚƑċƑĚîŒēūǅŠɈŠūŠɠŞîŠîĳĚŞĚŠƥɚǅūŞĚŠɓŞĚŠɛ ȅȁȆɠȂ ¬ƭċƙĿēĿîƑǋ Ȉȃɓȃȉ ȈȁɓȄȁ % HĚŠēĚƑċƑĚîŒēūǅŠɈŠūŠɠŞîŠîĳĚŞĚŠƥɚǅūŞĚŠɓŞĚŠɛ ȅȁȆɠȂ OĚîēūĲǶČĚ ȈȆɓȃȆ ȇȁɓȅȁ % HĚŠēĚƑċƑĚîŒēūǅŠɈŞîŠîĳĚŞĚŠƥɚǅūŞĚŠɓŞĚŠɛ ȅȁȆɠȂ ¬ƭċƙĿēĿîƑǋ ȉȂɓȂȊ ȉȆɓȂȆ % HĚŠēĚƑċƑĚîŒēūǅŠɈŞîŠîĳĚŞĚŠƥɚǅūŞĚŠɓŞĚŠɛ ȅȁȆɠȂ sɇsūƥîƎƎŕĿČîċŕĚɓs ɇsūƥČūŞŞƭŠĿČîƥĚē

Annexes ¡H/Ȃȁȉ scope REPORTING YEAR indicators GRI VSME ȃȁȃȆ ȃȁȄȁ Units B9 Health & Safety Group ȁ 0 Qty Workplace accident ȅȁȄɠȊ Group ȁʣ ȁʣ % Workplace accident rate ȅȁȄɠȊ OĚîēūĲǶČĚ ȁʣ ȁʣ % ¤îƥĚūĲîċƙĚŠƥĚĚĿƙŞ ȅȁȄɠȊ ¬ƭċƙĿēĿîƑǋ NC ȁʣ % ¤îƥĚūĲîċƙĚŠƥĚĚĿƙŞ ȅȁȄɠȊ OĚîēūĲǶČĚ ȄȊ NA Years Average age ȅȁȂɠȂ ¬ƭċƙĿēĿîƑǋ ȄȆɍȈ NA Years Average age ȅȁȂɠȂ OĚîēūĲǶČĚ ȆɍȊ NA Years Average length of service ȅȁȂɠȂ ¬ƭċƙĿēĿîƑǋ ȅɍȈ Ȃȁ Years Average length of service ȅȁȂɠȂ B10 remuneration, collective bargaining and training Group Ȃȁȁʣ Ȃȁȁʣ % ʣūĲĚŞƎŕūǋĚĚƙČūǄĚƑĚēċǋČūŕŕĚČƥĿǄĚîĳƑĚĚŞĚŠƥƙ ȅȁȂɠȄ OĚîēūĲǶČĚ Ȃȅȇ ȃȁȁ Hours No. of annual training hours ȅȁȅɠȂ ¬ƭċƙĿēĿîƑǋ ȉȅ ȃȁȁ Hours No. of annual training hours ȅȁȅɠȂ Group Ȃȁȁʣ Ȃȁȁʣ % % of employees entitled to family-related leave (maternity, paternity, caregiver) ȅȁȂɠȄ B11 Workers in the value chain ¬ƭċƙĿēĿîƑǋ ȃȅɈȄȆȄ ȄȁɈȁȁȁ Qty sūɍūĲƎƑūēƭČĚƑƙƥƑîĿŠĚēƙĿŠČĚȃȁȃȂ ȅȁȅɠȂ ¬ƭċƙĿēĿîƑǋ ȅɈȊȂȉ ȆɈȆȁȁ Qty sūɍƎƑūēƭČĚƑƙŞîēĚîǅîƑĚūĲČĺĿŕēŕîċūƭƑ ȅȁȉɠȂ ¬ƭċƙĿēĿîƑǋ ȉȃȁ ȂɈȁȁȁ Hours ĺūƭƑƙūĲƥƑîĿŠĿŠĳēĚŕĿǄĚƑĚēūŠČĺĿŕēŕîċūƭƑ ȅȁȉɠȂ ¬ƭċƙĿēĿîƑǋ ȆɈȁȈȉ ȂȁɈȁȁȁ Hours ĺūƭƑƙūĲƥĚČĺŠĿČîŕƥƑîĿŠĿŠĳƙĿŠČĚȃȁȃȂ ȅȁȅɠȂ ¬ƭċƙĿēĿîƑǋ ȇȄɍȄʣ NA % ¤îƥĚūĲŞĚŞċĚƑƙɫČĺĿŕēƑĚŠîƥƥĚŠēĿŠĳƙČĺūūŕĿŠƥĺĚîƑĚîɚƥĺĚŕūǅĚƑ the vanilla price, the more this indicator falls) ȅȁȅɠȃ ¬ƭċƙĿēĿîƑǋ ȈȁɍȆȆʣ NA % ¡ƭƎĿŕƑĚƥĚŠƥĿūŠƑîƥĚƥĺƑūƭĳĺūƭƥƥĺĚȃȁȃȄɠȃȁȃȅƙČĺūūŕǋĚîƑĿŠƥĺĚ area ȅȁȅɠȃ ¬ƭċƙĿēĿîƑǋ Ȅȁ NA Qty No. of students trained (CFA) ȅȁȅɠȃ ¬ƭċƙĿēĿîƑǋ Ȃȉȉ NA Qty Cumulative no. of students admitted (CFA) ȅȁȅɠȃ ¬ƭċƙĿēĿîƑǋ ȃȊ NA Qty No. of adults trained (CFA) ȅȁȅɠȃ ¬ƭċƙĿēĿîƑǋ ȃȅȇ NA Qty sūɍūĲĳĿƑŕƙƙČĺūūŕĚēĿŠȃȁȃȅɠȃȁȃȆ ȅȁȅɠȃ ¬ƭċƙĿēĿîƑǋ ȈȊȉ ȂȂɈȅȆȁ Qty No. of children with access to school (via programme) ȅȁȅɠȃ BP2 Gender diversity ratio within the governance body Group Ȃȁȁʣ Ȃȁȁʣ % HĚŠēĚƑƑîƥĿūĿŠƥĺĚĳūǄĚƑŠîŠČĚċūēǋɚĲĚŞîŕĚɓŞîŕĚƑîƥĿūɛ ȅȁȆɠȂ BP10 Balance between private and professional life Group ȁ NA Qty maternity leave ȅȁȂɠȄ sɇsūƥîƎƎŕĿČîċŕĚɓs ɇsūƥČūŞŞƭŠĿČîƥĚē