GOVERNANCE & LEADERSHIP INTEGRATION– EMBEDDING CCOUNTABILITY INTO LEADERSHIP

TRANSFORMATION GAINS LEGITIMACY WHEN IT IS ANCHORED IN GOVERNANCE.

In 2025, ESG oversight was further consolidated at Senior Management level, with structured review of material sustainability topics and climate transition scenarios. Sustainability is now an integral component of strategic dialogue, aligning long-term ambition with disciplined capital allocation and risk management.

The RESONANCE Committee continues to coordinate cross-functional implementation across Business Units, ensuring measurable progress and reinforcing collective accountability.

ESG priorities are embedded within the Group’s enterprise risk management framework, strengthening visibility across environmental, operational and financial exposures. Sustainability considerations are increasingly integrated into investment planning and capital allocation discussions, linking strategic intent with financial decision-making.

In parallel, SSE has strengthened its digital carbon reporting framework, enhancing data reliability, traceability and comparability for emissions monitoring and decarbonisation planning. Governance at SSE is not a control mechanism alone, it is the framework through which responsibility is exercised and long-term resilience is actively shaped.

“Leading RESONANCE at Group level means creating alignment, bringing our teams together across functions and countries around a shared purpose.The strength of RESONANCE lies in its ability to connect strategic ambition with everyday collaboration, accelerating progress through coordination and synergies between departments. What began as a program is becoming a mindset, a common direction that helps us prioritise, act and move forward together.Through this collective momentum, we are strengthening the way SSE works and building longterm resilience across our Group.“

Agnieszka Gasiorowska,
Head of Sustainability, SSE Group

“Over the past year, RESONANCE has gained momentum across SSE Group. We are proud of the progress achieved, from strengthened governance and climate analysis to the growing engagement across our Business Units. These milestones reflect the dedication of our teams and the collective energy driving our transformation. This momentum directly supports our Vision to be the pioneer in innovative and sustainable solutions, building long-term profitable businesses for the Civil Explosives and Fine Chemicals sectors. As Board members, we fully endorse this trajectory and remain committed to guiding SSE with long-term perspective and responsibility for the decades ahead.”

SSE Group Board Members
From left to right: Daniel Antille, Lucrèce Foufopoulos, Raymond Loretan, Caroline Kuyper, Adrien Ramelet, Markus Scheller, Franziska Tschudi Sauber

“As members of the RESONANCE Committee, we are fully engaged in executing this strategic corporate initiative’s roadmap across our functions and geographies. What began as coordination has evolved into active implementation, turning strategic priorities into operational reality. This journey is demanding, but it is also energising. We are learning together, sharing expertise across subsidiaries and building
stronger synergies between teams. Thus RESONANCE, which started as a simple framework, is now shaping how we work, how we support one another and how we create measurable impact for the good of the whole company as well as its key stakeholders and the wider community.”

RESONANCE Committee Members
Markus Troger, Lucia Mafrici, Thomas Bornheim, Agnieszka Gasiorowska, Gilles de Preux, Marcin Rzeminski, Neil Kirby, Jacek Balon, Max Lauwiner, Isabelle Gayral Boschung

GOVERNANCE & LEADERSHIP INTEGRATION– EMBEDDING CCOUNTABILITY INTO LEADERSHIP

Convergence & Strategic Interpretation

he Double Materiality Assessment provides SSE with a clearer understanding of how sustainability priorities are perceived across its ecosystem.

While each stakeholder group approaches ESG through a different lens, their perspectives ultimately converge around the factors most critical to SSE’s long-term performance.

Employees highlight operational realities, including safety culture, pollution prevention and regulatory compliance. Leadership focuses on strategic exposure and long-term competitiveness, particularly climate transition, reputation and governance. External stakeholders evaluate SSE primarily through its climate performance, innovation capacity and transparency.

Together, these perspectives provide a balanced and robust view of SSE’s sustainability priorities.

FROM MATERIALITY TO STRATEGIC INTEGRATION

2025–2027 Implementation Focus

Beyond identifying priorities, the Double Materiality Assessment provides a clear direction for action.

Over the coming years, SSE will focus on strengthening the integration of sustainability across its operations and decision-making processes. Key areas of focus include:

Integrating climate, pollution and carbon considerations into investment decisions, procurement and operational planning
Embedding ESG and circularity indicators into innovation and R&D processes
Strengthening ESG data governance and reporting readiness, starting with carbon footprint tracking and decarbonisation monitoring
Reinforcing safety leadership and workforce development initiatives across sites
Enhancing environmental transparency and stakeholder dialogue

Through this structured approach, the Double Materiality Assessment acts as a bridge between RESONANCE’s strategic ambition and its operational execution. It ensures that sustainability priorities are systematically embedded into decision-making across the Group.

Defining what truly matters

FROM CONVICTION TO PRIORITISATION

In 2025, SSE Group conducted its first Double Materiality Assessment. Not as a compliance exercise, but as a strategic discipline guiding how sustainability priorities are integrated into decisionmaking.

As RESONANCE evolves from ambition to structured execution, we asked a simple but fundamental question:

Where does sustainability matter most — both for SSE’s impact on society and for the long-term resilience of our business? The Double Materiality Assessment provides a clear, evidence-based answer.

Structured Dialogue Across Our Ecosystem

The assessment was built through a structured dialogue across SSE’s ecosystem. The process began with a strategic workshop bringing together 12 senior leaders and a shareholder representative, who identified an initial set of 16 sustainability topics based on SSE’s business model and strategic exposure.

The assessment was then expanded toinclude:

40 employees across business units and functions
17 external stakeholders, including customers, suppliers, regulators, ESG experts and community representatives

This layered approach ensured that operational realities, strategic oversight and external expectations were fully reflected in the assessment. Each topic was evaluated through two complementary lenses:

Impact materiality
How SSE’s activities affect people, society and the environment.
Financial materiality
How sustainability factors influence SSE’s financial performance, risk exposure and long-term competitiveness.y.

By combining these perspectives, the Double Materiality Assessment transforms sustainability insights into a structured decision framework supporting governance and strategy.

DOUBLE MATERIALITY MATRIX SSE GROUP STAKEHOLDERS (INTERNAL-LEADERSHIP-EXTERNAL)

X-axis: Financial importance
Y-axis: Impact significance (people & environment)
Bubble size: Intensity of perceived risks & opportunities

Opportunity-driven topics
Risk-driven topics
Score ranges: Min-max values across employee & leadership ratings

The DMA confirms the strategic relevance of all five RESONANCE pillars and highlights three priority domains where SSE should reinforce its action: climate & pollution management, innovation, and governance transparency.

A CONSOLIDATED STRATEGIC LANDSCAPE

The assessment reveals a strong convergence across leadership, employees and external stakeholders. Among the 16 topics assessed, five consistently emerge in the highest materiality tier, combining both strong societal impact and financial relevance:

Climate transition & pollution management
Worker health, safety & wellbeing
Governance, integrity & compliance
Innovation & green markets
Resource efficiency & circular economy

Key outcomes:

Climate transition and pollution management clearly dominate across stakeholder groups, reflecting operational exposure, regulatory expectations and long-term competitiveness pressures.
Innovation emerges as a key opportunity lever, closely linked to efficiency, differentiation and future market positioning.
Governance and data integrity are recognised as essential enablers of credibility, access to financing and CSRD readiness.

Together, these priorities define the areas where SSE must focus its efforts to strengthen resilience, create value and deliver meaningful impact.