MESSAGE FROM THE PRESIDENT & CEO

RESONANCE 2025 – FROM CONVICTION TO COLLECTIVE CAPABILITY

There are moments in the life of a company when a program becomes something deeper.

Over the past year, we have seen RESONANCE evolve from a strategic framework into a shared conviction across SSE Group. Across our sites and Business Units, employees have embraced the belief that industrial performance and responsibility must move forward together.

Engineers are challenging processes. Managers are integrating sustainability into operational decisions. Governance bodies are engaging in long-term climate discussions.

An idea becomes powerful when people believe in it. It becomes transformative when they act on it. In 2025, this conviction translated into meaningful progress across the Group. The following areas illustrate this progress:

Strengthening governance and climate ambition

We completed our Double Materiality Assessment and advanced our climate analysis through structured scenario modelling. For the first time, climate pathways were reviewed at Executive level, reflecting the will for a deeper integration of sustainability into our governance architecture.

Developing people and capabilities

At the same time, our Science Academy evolved into a structured competence system, and our Gender Equality initiative entered pilot phase. These developments reflect not isolated initiatives, but a broader shift: sustainability is increasingly embedded in how we operate, decide and grow.

Engaging with our communities Another

milestone in 2025 was the creation of the OUR RESONANCE Foundation. Since its launch, several social, environmental and community initiatives around our sites have already been selected and supported, reflecting our belief that strong companies grow together with their local communities.

The industries we serve are built to endure. The decisions we make today will shape industrial landscapes for decades. This awareness guides our approach, disciplined, transparent and accountable to future generations. What began as conviction is becoming collective capability.

On behalf of the Board and Executive Committee, we thank our employees, customers and partners for their commitment and engagement. Together, we are building a legacy that will resonate, across teams, across borders and across generations.

“From vision to action, building together: this is how sustainability is becoming embedded in the way SSE Group leads, operates and prepares for the decades ahead — moving from conviction to collective capability.”

Raymond Loretan
President SSE Group
Gilles de Preux
CEO SSE Group
RESONANCE program Directeur

Executive Summary

From Foundations to Structured Impact

The following section outlines how this conviction has been translated into structure. It highlights the concrete evolutions since 2024, in governance, climate analysis, stakeholder alignment and operational integration, marking SSE’s progression from foundational commitments to structured impact.

The 2024 RESONANCE Report established SSE Group’s ESG foundations: the first consolidated carbon footprint, the launch of the RESONANCE framework, and the initiation of the Double Materiality Assessment (DMA). In 2025, the focus shifted from defining ambition to embedding structure. The ambition has not changed. The level of integration has.

Built on 5 strategic pillars, RESONANCE is a framework for impact and transformation. It is activated through 8 flagship initiatives

What changed since 2024

EMBEDDING SUSTAINABILITY INTO GOVERNANCE AND OPERATIONS

From Baseline to Strategic Backbone

In 2024, we measured our footprint and defined key ESG pillars.In 2025, we formalised prioritisation and scenario planning.

The Double Materiality Assessment was completed through broad internal and external consultation, confirming climate transition, pollution management, innovation, safety and governance integrity as SSE’s most material topics. This assessment provided a consolidated view of both impact materiality and financial materiality, reinforcing the strategic relevance of the RESONANCE pillars.

The DMA now serves as a strategic alignment tool, linking sustainability priorities with financial exposure and operational risk, and directly informing roadmap definition and governance discussions.

Parallel to this work, fourteen decarbonisation scenarios were modelled to evaluate both CO₂ reduction potential and financial implications. A reduction pathway was technically assessed, mapping reduction levers across:

Low-carbon supply chain transformation
Energy transition & efficiency
Operational electrification

This represents a transition from carbon reporting to structured feasibility analysis,supporting informed decision-making at Group level.

From Initiatives to Operational Systems

Several initiatives introduced in 2024 matured into structured frameworks in 2025:

The Science Academy was formalised into a governance-backed competence management system, reinforcing continuous learning and internal capability development across Business Units.
The Gender Equality commitment entered pilot phase, testing scalability, accountability mechanisms and integration within Group HR processes.
ESG data governance was strengthened through improved integration of carbon accounting tools and internal reporting systems, enhancing data reliability, traceability and consistency across markets.

These developments reflect a broader organisational shift: sustainability is increasingly embedded into operational systems, governance processes and performance monitoring — rather than managed as isolated or project-based initiatives.

The Resonance Impact Framework

Conviction

WE BELIEVE THAT INNOVATION IS A GAME CHANGER TO BUILD EFFICIENT AND SUSTAINABLE SOLUTIONS

Ambition

We will enhance and unify efforts to accelerate sustainable innovations and scale up their implementation to create positive impact

Goal

We will continue to develop every year partnerships and solutions to help the civil explosive and fine chemicals sectors to transition to greener technologies:

By 2025, we will create the SSE Science Academy for employees of the group, and we will engage with external organisations to boost innovation
By 2025, we will develop AI-based solutions
By 2026, we will implement first AI-based solutions

Activation Levers

Product & service innovation
SSE science academy
Ai-based solutions & business intelligence

Conviction

WE BELIEVE THAT EVERY EMPLOYEE IS UNIQUE AND CAN BRING VALUE TO OUR BUSINESS AND TO SOCIETY

Ambition

We aim to become one of the preferred employer in civil explosive and fine chemicals sectors

Goal

We aim to become one of the preferred employer in civil explosive and fine chemicals sectors, empowering our people while leaving no one behind:

By 2026, we will ensure the salary gender equality
treatment in all our operations
By 2027, we will reach high level of employee
satisfaction in regards of their quality of life at work
By 2028, we will have improved career development
program will be provided to talented and well
performant employees

Activation Levers

Enhance working conditions
Strengthen gender equality
Empower talented employees

Conviction

WE BELIEVE THAT ONLY LOW CARBON & REGENERATIVE ECONOMIC MODELS WILL ENSURE SUCCESSFUL BUSINESS GROWTH IN THE FUTURE

Ambition

We will reduce emissions throughout our natural resources value chain, while preserving environment and natura resources and here

Goal

We will accelerate the decarbonization of our value chain by implementing series of actions in all our operations:

By 2025, we will deliver our first carbon footprint at
group level, and we will continue to reduce significantly
our carbon emissions.
By 2030, we will invest in renewable or decarbonized
energy in most of our operations.
By 2050, we will contribute to the NetZero carbon
emission agenda by reducing our emissions across our
value chain accordingly.

Activation Levers

Decarbonise our value chain environment
Sustainable management of the environement
Embrace circularity

Conviction

WE BELIEVE THAT ENGAGING WITH NEIGHBOURING COMMUNITIES CAN MAKE A DIFFERENCE IN IMPROVING THEIR LOCAL LIFE, WHILE ENHANCING OUR EMPLOYEE SENSE OF BELONGING

Ambition

We will support communities’living conditions by fostering local development, promoting social well-being, and expanding access to local opportunities

Goal

By 2025, we will create the OUR RESONANCE Foundation to finance local Innovative, social, environmental initiatives In and around our operational sites
By 2027, our aim is to encourage our employee recruitment and suppliers to come from regions where we operate.

Activation Levers

Our resonance foundation
Engaging with local communities’life
Promoting local business
Development

Conviction

WE BELIEVE THAT ONLY COMPANIES LED BY PURPOSE AND OPEN TO COOPERATE WITH EXTERNAL STAKEHOLDERS CAN MAKE POSITIVE IMPACT

Ambition

We will be driven by our purpose through an ESG governance embedded across our entire value chain and processes

Goal

As of now, we will focus investment on profitable initiatives that also generate positive impact
By 2027, we plan to voluntarily evolve our ESG reporting in progressive alignment with CSRD, reinforcing our commitment to long-term sustainability goals
From now on, we will progressively engage in partnerships with expert organizations committed to advancing sustainable transformation.

Activation Levers

Decarbonise our value chain environment
Sustainable management of the environement
Embrace circularity