APAVE_RAPPORT_INTEGRE_2025_EN

2025

INTEGRATED ANNUAL REPORT

Table of contents Editorial “Intersecting perspectives” 2025: Highlights 2025: Key figures

p.04 p.06 p.14

Apave, specialists in risk management

p.16 p.18 p.20 p.22 p.24 p.28 p.34

Business activities and expertise An international Group with deep local roots A presence all over the world Over 150 years of history Organisation and governance Our business model

Apave: a group that has undergone a major transformation 2021-2025: a change in scale Profitable and balanced growth An ambitious recruitment policy and a structured onboarding process

Our expertise at the heart of transitions Supporting our customers toward sustainable success: examples of high-impact environmental and social assignments

p.36 p.38 p.40 p.42 p.44

p.64

Engaging our teams for sustainable impact: internal initiatives and collective action

p.82

Our Sustainability commitments: a review of 2025

p.92 Our 5 pillars of strategy, 2025 actions p.94 Our 2025 Indicators at a Glance p.98 Pillar 1 - Committed to the health and safety of our employees p.100 Pillar 2 - Committed to training 100% of our employees in sustainable transitions and empowering them to take action p.106 Pillar 3 - Committed to the decarbonisation of our activities p.108 Pillar 4 - Committed to equality, inclusion, and the development of all our employees p.120 Pillar 5 - Committed to helping our customers succeed in their sustainable transitions p.126

Conclusion of the report and outlook under the new strategy for 2026–2030 Our 2025 Non-Financial Report Appendices

In this brochure, you'll find a brief overview of the Apave Group

● Apave: about us

p.3

● Apave, over 150 years of history

p.14

● Expertise to innovate safely, for a safer and more sustainable world

p.17

p.128 p.130 p.148

3

2025 INTEGRATED REPORT

INTERSECTING PERSPECTIVES

Accelerating to support our clients, today and tomorrow 2025 marked a major milestone for Apave. It brought the strategic plan initiated in 2021 to a close and actively prepared for the 2026-2030 cycle, driven by the Group’s new strategic plan: AMPLIFY. In an environment where risks—climate, industrial, digital, and geopolitical—are multiplying and becoming more complex , Apave is continuing and accelerating its transformation to meet the daily needs of its clients and anticipate their future challenges.

« Rémi SOHIER Chairman of the Board of Directors

#excellence

Consolidating a position as a market leader Rémi Sohier : Excellence is part of Apave's DNA. It is reflected in the robustness of our business model, the quality of our expertise, and the trust our clients have placed in us for over 150 years. In 2025, we consolidated our activities, integrated our acquisitions and expanded our field of expertise. The quality of our interventions and the recognised excellence of our engineers and technicians enable us to actively support our clients as their regulatory, technological, and environmental requirements evolve. This long-term vision, supported by the Board of Directors, allows Apave to consolidate its position as a leading “trusted third party” year after year.

Philippe Maillard : Excellence is measured very concretely every day and through our performance. In five years, the Group has changed scale: we have doubled our turnover to nearly €1.9 Bn, increased our international operations to nearly 50% of total operations , and welcomed nearly 10,000 new employees. Client satisfaction and employee engagement have also progressed significantly. The foundations of this momentum are driven by our teams' ability to act together, create synergies, and serve our clients with high standards and commitment. Our global strength, combined with a powerful local presence, is a decisive asset.

#sustainability

Building sustainable performance Rémi Sohier : Sustainability is not limited to financial results. It is based on the Group’s vision, anticipation, and ability to evolve in an uncertain environment. The Board of Directors ensures the consistency and robustness of this trajectory over the long term. The Group’s new 2026-2030 strategic plan, approved in December 2025, fully integrates these challenges of anticipation and sustainability in a world that is certainly evolving rapidly, but where expectations for trust and reassurance are growing strongly.

Philippe Maillard : Sustainable performance is built every day. In 2025, we strengthened our operational management, modernised our tools, and accelerated our digitalisation. Artificial intelligence, process simplification, and improved client experience are already concrete levers. At the same time, we are investing in our teams, their safety, their development, and their recognition, convinced that a solid group rests primarily on engaged employees and retained talent.

#growth

Developing our business activities and expertise

Philippe Maillard : Our business activities have never been more essential.

Faced with sustainability challenges, cybersecurity, and new industrial risks, our clients need a partner capable of intervening everywhere with the same level of excellence. We will continue to combine organic growth and targeted acquisitions to broaden our expertise and strengthen our international presence. And our true strength will remain our teams, who translate our ambition into concrete actions every day.

«

Rémi Sohier : The Board of Directors accompanies and supports ambitious yet realistic growth objectives. The diversity of our business activities, geographies, and clients is a strong factor of stability.

It is by reconciling economic performance with responsibility and social utility that we will ensure sustainable growth.

Philippe MAILLARD Chief Executive Officer (CEO) 5

2025 INTEGRATED REPORT

HIGHLIGHTS

2025I

A year of development, a multi-disciplinary approach to support our customers

+7% average annual organic growth

SCG

Laboratoire Conti Automotive

Seitech

4 new acquisitions in 2025 ▶ Aktio

Carbon accounting 40 employees

▶ Laboratoire Conti Automotive

Aktio

(Sopemea) Industrial testing 40 employees

▶ Seitech (Apave Spain) Digital solutions 80 employees

▶ SCG (CERTIFER)

Railway engineering consulting 20 employees

7

2025 INTEGRATED REPORT

HIGHLIGHTS

2025I

Recognition in prestigious rankings ▶ TIME World’s BEsT CoMpanIEs Apave is featured among the top 1,000 companies in the world ▶ ChoIsEul ConquéranTs Apave is distinguished among the 200 French mid-caps (ETI) driving the economy

TIME

CHOISEUL Conquérants Édition 2025

▶ l'usInE nouvEllE L'USINENOUVELLE th Apave ranked 25 among recruiting companies ▶ CapITal Apave featured among the 500 best employers ▶ ChallEngEs et rh&M 2025 Management committee (CoDir) of the Year Award for Visionary Performance

Capital

Challenges

Awards valuing our technical excellence…

Q Techna (Slovenia) Best Innovation Award for its automated ultrasonic NDT system.

Apave UAE "HoE" qualification issued by the United Arab Emirates Department of Energy, recognising the Group’s organisational and technical competence in meeting demanding regulatory standards.

Apave India "Excellence in Hydrogen Safety" award (IHFC 2025), presented by the Hydrogen Association of India.

…and demonstrating our sustainability commitments ▶ EcoVadis GOLD level: With a score continuing its progression to 80/100 ▶ Signatory of the UN Global Compact ▶ Signatory of the Responsible Supplier Relations and Purchasing (RFAR) charter ▶ Commitment to an SBTi trajectory

9

2025 INTEGRATED REPORT

HIGHLIGHTS

2025I

Modernised sites for improved working conditions

8 sites

▶Casablanca - Morocco (Apave Morocco) ▶Riyadh - Saudi Arabia (Apave KSA) ▶Dammam - Saudi Arabia (Apave KSA) ▶Abu Dhabi - United Arab Emirates (Lonestar) ▶Livingston - United Kingdom (PPL Training) ▶Orléans - France ▶Cholet - France ▶Paris - France (Apave Digital)

Orléans - France

Casablanca - Morocco

Dammam - Saudi Arabia Apave KSA

11

2025 INTEGRATED REPORT

HIGHLIGHTS

2025I

Expertise in action across the world

2

France

5

7

France

France

8

6

Greece

9

France

1

USA

France

10

13

Slovenia

3

11

France

France

1

USA Non-Destructive Testing (NDT)

2

France Biodiversity preservation support

3

France Nuclear site safety

4

Ivory Coast Geotechnical surveys and testing

5

France Civil engineering structure inspection

6

Greece Independent Safety Assessment (ISA) of a metro line

7

France In-service pressure equipment requalification

8

France Welding training

9

France Underwater drone inspection of a water tank

United Kingdom

10 France Notre-Dame de Paris assignment 11 United Kingdom Wind turbine

maintenance

4

Ivory Coast

12

France

12 France HSE mission for a paper mill 13 Slovenia Nuclear weld verification 13

2025 INTEGRATED REPORT

KEY FIGURES 2025 revenue by business activity

63%

Employees

INSPECTION & NDT

Nearly

Revenue

14%

€

10%

1.9Billion

TRAINING

7%

ANNUAL % AVERAGE ORGANIC GROWTH

6%

+7

43

SHARE OF THE GROUP’S % INTERNATIONAL OPERATIONS

22 hours per employee

TESTS & MEASUREMENTS

SINCE 2019

+100%

TRAINING

CONSULTING & TECHNICAL SUPPORT

SPONTANEOUS BRAND AWARENESS RATE

77%

+21 points vs 2020

CERTIFICATION & LABELLING GROUP NPS

+41

+5 points vs 2020

18,500 EMPLOYEES

including 12,000 engineers and technicians

EMPLOYEE ENGAGEMENT RATE

57%

+10 points vs 2020

PROPORTION OF WOMEN IN OUR TEAMS

26.5 %

Safety

3.88

WORKPLACE ACCIDENT FREQUENCY RATE

0.21

WORKPLACE ACCIDENT SEVERITY RATE

-23%

reduction in carbon intensity (tCO2e/€M) (2022 consolidation scope)

-8%

Clients

absolute carbon emissions (tCO2e) (2022 consolidation scope)

EXTERNAL TECHNICAL TRAINING

650,000

77.1 ktCO2

in 2025 (2022 consolidation scope)

CLIENT TRAINEES

client trainees were trained at Apave training I.e. centres, enabling them to maintain or improve their employability by obtaining qualifications or certifications. since 2021

+85%

Group Greenhouse Gas Emissions CO (Scopes 1, 2 and 3) 15

2025 INTEGRATED REPORT

2

APAVE, RISK MANAGE SPECIALISTS

EMENT 17

2025 INTEGRATED REPORT

Five complementary business activities Apave supports its clients of all sizes in managing their risks through five complementary business activities: Inspection & NDT: control and verification of equipment and facilities, technical building control and safety on construction sites.

Training: professional and vocational training courses for employees to strengthen their skills and develop their employability.

Tests & Measurements: qualification of products and materials, environmental analyses (air, soil, water, etc.).

Certification and Labelling: certification of systems, products, services or skills, assessments and labels.

Consulting & Technical Support: risk management consulting and technical assistance to identify, prevent and manage risks.

Our purpose

Acting as a trusted partner to make the world safer, more sustainable and a source of shared progress.

Extensive expertise serving risk management Born from the industrial world, Apave now operates in all sectors: manufacturing, infrastructure and construction, nuclear, energy, rail, aeronautics, space, defence, health, tertiary sector, agri-food, environment, chemicals, public services and governments...

To best meet its clients' needs, Apave is organised by market and industry sector, notably with four global cross-functional sector lines.

Industrial Energy Infrastructures and Construction Transport (rail, aeronautics, space, new mobility, logistics)

In

sp

e

n ctio

& NDT

Co n

su lti n

g

&

Te

18,500

ch l ca ni

employees

rt ppo Su

C erti f Tr ai ni ng

cation ing and Labell Te

st s&

Me asu

rement s

19

2025 INTEGRATED REPORT

More than 12,000 engineers and technicians worldwide More than 2/3 of the Apave Group's workforce are engineers and technicians, experts in a wide range of fields such as: Electricity, mechanics, pressure Infrastructures, engineering structures, buildings and construction Non-destructive testing (NDT) Energy & environment Quality, health and safety Digital and cybersecurity Climate and sustainability Each of Apave's business activities relies on this expertise to meet all client needs, across all sectors of activity.

500 accreditations and technical expertise Apave and its subsidiaries rely on nearly 500 approvals, accreditations and certifications, guaranteeing the reliability of their assignments, their technical expertise and their independence.

An international Group with deep local roots Apave combines the strength of an international group with local presence. This balance enables us to support our clients by combining a global vision with a detailed understanding of their local needs.

International: Apave rapidly mobilises experts worldwide for short or medium-term assignments and supports its clients over the long term in their global projects and challenges.

Local presence: present in nearly 60 countries, the Group prioritises local employment, thus contributing actively to the economic development of the local regions in which it operates.

Share of the Group’s international operations

21

43%

2025 INTEGRATED REPORT

FRANCE

9,700 employees EUROPE

2,900 employees 16 countries AMERICAS

2,100 employees 6 countries

Apave, a global presence 18,500 employees 12,000 engineers and technicians nearly 60 countries 215 training centres worldwide +20 industrial test centres and laboratories

MIDDLE EAST

1,300 employees 6 countries

ASIA-PACIFIC

1,400 employees 9 countries AFRICA

700 employees 17 countries

Our locations are listed and kept up to date on our website apave.com 23

2025 INTEGRATED REPORT

Over 150 years of history Since its creation in 1867, Apave's mission has been to manage the risks associated with major industrial, technological, and digital developments. At every stage of these transformations, the Group takes action to protect people, assets, and the environment.

With the rise of electricity, the organisation became APAVE (Association des Propriétaires d’Appareils à Vapeur et Électriques).

Apave created a service dedicated to the inspection of electrical installations.

The Group's engineers and technicians contributed to supporting France's entry into the modern era by strengthening the safety of people and assets.

« Progress is only worthwhile if it does not compromise the lives of individuals. » ErnEst ZubEr

1897

1945

1867

Birth of the Association.

Ernest Zuber and several industrialists from Alsace, Basel, and Württemberg commit to improving employee safety.

Beginning of the Group's international development.

2000

Trente Glorieuses (post-war boom).

Industrial development generated new risks (industrial, transport, nuclear, etc.). Apave adapted and expanded its services to meet them.

2011

Creation of Groupe Apave SA.

Launch of a new strategic plan and evolution of the shareholding structure with PAI Partners entering the capital and the implementation of an employee shareholding scheme (FCPE).

2021

Second employee shareholding operation and creation of the Climate & Sustainability department.

The objectives of the 2021-2025 strategic plan were achieved one year ahead of schedule. The acquisition of IRISNDT marked a change in scale for the Group, with a solid foothold in North America and an increased international presence.

2024

2023

2025, a year of consolidation 2022

Launch of Apave Digital, dedicated to managing digital risks.

In 2025, Apave confirmed its change in scale. The Group is consolidating its leadership in risk management and strengthening its international footprint and brand awareness, particularly in North America.

Driven by the momentum of the 2021-2025 strategic plan, the Apave Group: intensified cooperation between its areas of expertise, its business activities and its entities across all its geographies; strengthened its positions in the energy and digital transition markets; made sustainability a structural driver of growth through its Green&Social range of service offerings.

In a rapidly changing environment, Apave demonstrates the robustness of its model based on its position as a “trusted third party”, technical expertise, field agility and a long-term vision.

25

2025 INTEGRATED REPORT

TODAY Supporting transformations, now and always

E

I

AL

GR

The energy, environmental and digital transitions are redefining industrial standards.

Apave continuously adapts its tools and expertise to meet them.

The Green&Social range illustrates this momentum: highly technical solutions dedicated to the energy transition, decarbonisation, environmental performance and the social impact of organisations. Its double-digit growth confirms its strategic relevance.

Apave takes concrete action to: secure new energy infrastructures; manage environmental and industrial risks; support the skills development of professions undergoing transformation; certify and promote sustainable initiatives. & SOC EN

TOMORROW Managing the risks associated with innovation and transitions Every transition creates new uses; every innovation generates new risks.

Digital technology, hydrogen, renewable energies, connected infrastructures, artificial intelligence: these transformations increase the interconnection of systems and further expose organisations to climate risks, technological vulnerabilities and threats to data and critical infrastructure.

Faced with these challenges, the fundamentals remain: technical expertise and the management of human factors.

Yesterday, Apave secured steam engines. Today, the Group supports the nuclear, rail and aeronautics sectors, photovoltaic equipment, digital infrastructures, complex industrial systems and the cybersecurity of connected environments.

Technologies evolve, but safety requirements remain.

For over 150 years, Apave has put its expertise at the service of protecting people, assets and the environment. Tomorrow, faithful to its Purpose, the Group will continue to act as a trusted partner to make the world safer, more sustainable and a source of shared progress.

27

2025 INTEGRATED REPORT

ORGANISATION

&

GOVERNANCE

The governance of the Apave Group is organised around a Board of Directors and an Executive Committee.

The Board of Directors determines the direction of the Group's business activities and oversees its implementation. One-third of its members are women.

It is supported by four specialised committees: Strategic Committee Nomination & Remuneration Committee Audit & Risk Committee Ethics Committee

4

1 2

3

5

The Executive Committee

8

6 7

9

10

The Executive Committee, under the responsibility of the Chief Executive Officer, is the Apave Group's management body. It implements the strategic orientations determined by the Board of Directors and ensures the operational management of the Group.

It has 11 members, including 3 women.

11

1

CHRIS WEYERS

2

FABRICE PENOT

6

ANNE DENUELLE

10 RENAUD DEWAELE

Managing Director Apave North America 5

Group General Secretary 9

Group Human Resources Director

PAUL BOURDILLON

3

CATHERINE NOAILLY

7

Group Chief Financial Officer

4

PHILIPPE MAILLARD

8

Chief Executive Officer Apave Group

Managing Director Apave Exploitation France Group Chief Performance and Technology Director

EMMANUELLE BRUNET

Group Strategy and Communications Director

11

BRUNO GSTACH

Managing Director Apave Infrastructures et Construction France et Apave Développement

29

2025 INTEGRATED REPORT

ÉRIC SIMON

Managing Director Apave International

LAURENT KADOUR Group Sales and Marketing Director

Organisation The Apave Group is structured around 4 operating divisions and cross-functional departments.

APAVE SA Chairman of the Board Rémi SOHIER Chief Executive Officer Philippe MAILLARD

France Division Apave Exploitation France ● Inspection ● Training ● Tests & Measurements ● Consulting & Technical Support Apave Infrastructures et Construction France

Specialised Entities Division

Apave North America Division

● Aeronautics ● Certification ● Non-destructive testing ● Industrial Tests ● Rail ● Nuclear ● Real estate performance ● Transport of dangerous goods ● Digital risks ● Sustainability

● Australia ● Canada ● United Kingdom ● USA

Apave International Division ● Africa ● Asia ● Europe ● Middle East ● Iberian Peninsula ● Nordics ● Energy

Sustainability governance Created in 2022, the Sustainability Department is integrated into the Group Strategy and Communications Department. This organisation ensures continuous alignment between strategy, performance, and the integration of key challenges by employees. This department is responsible for defining, structuring and driving the Group’s sustainability strategy. This framework is further supported by a Sustainability Strategic Committee (StratCo) and a Sustainability Steering Committee (SteerCo), which meet regularly to bridge the gap between strategic vision and operational implementation.

In summary, sustainability issues are managed at several levels within the Group (see diagram opposite).

The Board of Directors validates the long-term strategic orientations regarding sustainability, with the support of the Audit & Risk Committee.

The Executive Committee (ExCom) approves strategic roadmaps and oversees the non-financial performance of the operational entities, which is managed within their respective Operating Committees (OpsCom)

Board of Directors

Audit & Risk Committee (of the Board of Directors)

Board of Directors themed workshops

Group Executive Committee

Sustainability Strategic Committee

Operating Committees

Sustainability Steering Committee

The Sustainability Strategic Committee and Sustainability Steering Committee ensure global consistency, challenge action plans, and track project progress while encouraging the sharing of best practices.

Each of these bodies met several times during 2025 to monitor the Group's progress. Work notably focused on defining the sustainability strategy for 2030, implementing the CSRD project, and performing the double materiality analysis.

CSR Department Strategy & Communication Human Resources Department QHSE Department Purchasing Real Estate Compliance and Internal Control Operational

Labour Relations Labour relations constitute an essential lever for supporting the Group's transformations and fostering a climate of trust with employee representatives. Relations with Employee Representative Bodies continued throughout the year through exchange meetings, which were either cross-functional or specific depending on the topics addressed.

These exchanges notably focused on: the Group's strategic orientations; the Group's development operations (acquisitions, creation, or divestments of social policy; subsidiaries); economic and financial policy; relocation projects and the fitting out health, safety, and working conditions; of premises.

31

2025 INTEGRATED REPORT

A collective approach Because tomorrow's challenges require a collective approach, Apave is a member of several organisations that support the responsible transformation of businesses.

PROFESSIONAL FEDERATIONS IN ITS FIELDS OF ACTIVITY AND ASSOCIATED COMMITTEES

FILIANCE, for France TIC Council: international federation of TIC (Testing, Inspection & Certification) Players FEDAOC: Federación Española de. Asociaciones de. Organismos de Control, for Spain

PROFESSIONAL ORGANISATIONS

Companies / Institutions MEDEF France MEDEF International (Apave chairs the France - Poland Works Council) AMRAE: Management des Risques et des Assurances de l'Entreprise (Association for corporate risk and insurance management) CCIF Pologne CCIF: Chambre de Commerce Française pour les Émirats Arabes Unis (French chamber of commerce for the United Arab Emirates) Dirigeants commerciaux de France (Commercial leaders of France) CIAN: Conseil français des Investisseurs en Afrique (French council of investors in Africa) AICPN-France: Association mondiale pour des infrastructures de transport maritimes et fluviales, section française (World association for maritime and inland waterway transport infrastructure, french section) CEREMA PIARC World Road Association Construction & Infrastructure FFB: Fédération Française du Bâtiment (French construction federation)

FPI: Fédération des Promoteurs Immobiliers (Federation of real estate developers) TECNIBERIA: asociación española de empresas de ingeniería (spanish association of engineering companies) Union des Métalliers ( Metalworkers' Union) FNTP: Fédération Nationale des Travaux publics (National Federation of Public Works) Energy France Hydrogène GIFEN AVERE France Renewable energy (SER) EVOLEN Aeronautics GIFAS Avenir-Transport FNAM: Fédération Nationale de l’Aviation et de ses Métiers (National federation of aviation and its professions) ProAvia: association des acteurs français de l’aéroportuaire (Association of french airport stakeholders) UAF: Union des Aéroports Francophones (Union of french-speaking airports) ACI Africa: Association Internationale des Aéroports, zone Afrique (International airports association, Africa region) Rail & Mobilities CARE Rail FIF: Fédération des Industries Ferroviaires (Federation of railway industries) Sustainable transformation Entreprises pour l’Environnement (businesses

for environment) Signing up to the UN Global Compact SBTI Commitment Mass Retail Enseigne et innovation (Retail brand and innovation) Perifem: syndicat de la grande distribution (Mass retail trade association Tourism Club des dirigeants de l’Hôtellerie internationale et de Prestige (Club of international and prestige hospitality leaders) Industry France Chimie UITS: Union des Industries des Technologies des Surfaces (Union of surface technology industries) BEQUINOR: Asociación Nacional de Normalizacion de Bienes de Equipo y Seguridad Industrial (National association for the standardisation of industrial safety goods and equipment) Health FNADEPA: Fédération Nationale des Associations de Directeurs d'Établissements et Services pour Personnes Âgées (National federation of associations of directors of establishments and services for older people) H360: association nationale des cadres et experts techniques hospitaliers (National association of hospital technical executives and experts) ACSES: Association des Chargés de Sécurité des Établissements de Soins (Association of safety officers in healthcare establishments)

A committed model based on shared trust Since its creation in 1867, the Apave Group has evolved its model to respond to market transformations and the challenges of its clients.

After nearly 150 years under an association status, the Group became a private company (société anonyme) under French law in 2011. It holds a set of subsidiaries in France and internationally that allow it to conduct its business activities and provide long-term support to its clients.

Today, its shareholding structure is based on a unique tripartite alliance: Gapave, the association holding the majority of the capital, guarantor of the mission and longterm vision; PAI Partners, a European investment fund and growth partner for the Group; employees, through an employee shareholding scheme.

Gapave 62.3%

PAI Partners 36.02%

Apa-Invest 1.68%

Employees 1.89%

HoldApave 98.11%

APAVE SA

This governance reconciles stability, investment capacity, and employee commitment. It allows Apave to set its development within a long-term framework, support the transformation of its business lines, and preserve its independence in the service of its clients and society.

33

2025 INTEGRATED REPORT

OUR BUSINESS MODEL A service offering, focused on expertise and based on trust OUR RESOURCES OUR PURPOSE

Acting as a trusted partner to make the world safer, more sustainable and a source of shared progress

OUR EMPLOYEES 18 500 employees including 12 000 engineers and technicians Unique technical expertise, experience and know-how In-depth knowledge of risk management regulations

OUR MISSION

Support our clients to enable them to conduct their business safely and securely Prevent any risk whether technical, human, environmental, digital Trusted third party

Proud sense of belonging OUR ACCREDITATION AND EXPERTISE Nearly 500 “licences to operate” and accreditations A sustained training policy to maintain a high level of expertise

OUR ECONOMIC RESOURCES A stable shareholder base (Gapave, majority shareholder association) A strong financial structure OUR LOCAL FOOTPRINT A local presence in nearly 60 countries NATURAL RESOURCES Consumption linked to team travel and the production of technical reports

A unique “inspector - trainer” model

OUR COMMITMENTS 1

Committed to the health and safety of our employees

2

Committed to providing training on sustainable transitions to 100% of our employees and making them active players

OUR STAKEHOLDERS Clients

Employees Shareholders

Certification/accreditation organisations

Partners Suppliers/Subcontractors Schools/Alumni/Recruitment candidates

Professional unions Territories/Government/Public authorities Civil society Citizens NGOs

VALUE CREATION

OUR ACTIVITIES

Apave’s teams work with our clients through 5 business activities* INSPECTION & NDT TRAINING TESTS & MEASUREMENTS CONSULTING & TECHNICAL SUPPORT CERTIFICATION & LABELLING *Business activities carried out based on regulatory or voluntary standards, for all types of clients (private/ public), whatever their sector of activity or size

3

Committed to decarbonising our activities

4

SOCIETAL VALUE Ensuring compliance with regulations governing economic activities Contributing to building and strengthening trust between shareholders Working in meaningful professions, serving the a common interest SOCIAL VALUE Contributing to safer and more sustainable living and working environments Guaranteeing quality of life and working conditions for our employees Offering our trainees quality learning conditions and a welcoming environment Supporting clients in making their own transitions a success ENVIRONMENTAL VALUE Proposing solutions to prevent sources of pollution (air, soil, water)

Committed to equality, inclusion and the development of all our employees

5

Proposing solutions to preserve and enhance the environment Proposing solutions to mitigate climate change Supporting our clients in their voluntary environmental initiatives ECONOMIC VALUE Accelerating the performance of equipment and organisations Sharing the value generated by the Group through employee shareholding schemes Contributing to the growth of local job pools, in France and around the world A ROLE TO PLAY IN SUSTAINABLE TRANSITIONS Environmental transitions Energy transitions Social transitions Digital transitions

Committed to working alongside our customers to help them make a success of their own sustainable transitions 35

2025 INTEGRATED REPORT

A GROUP THAT HAS UNDERGONE A MAJOR TRANSFORMATION

OR 37

2025 INTEGRATED REPORT

1.9Bn

nearly

2021 2025

2025 REVENUE

€

+4

points of operating margin

A ch HUMAN CAPITAL

18,500 employees worldwide

● Strengthening of the Group’s international footprint and expertise ACQUISITIONS

A business volume that has doubled in 5 years

x2

29

entities

+7

A sustained average % organic per year growth

including

INTERNATIONAL REVENUE

60%

outside France

hange of scale for Apave Employee engagement up by 10 points

CARBON FOOTPRINT vs 2022

RELATIVE CARBON FOOTPRINT vs 2022

(2022 consolidation scope)

tCO2e/€M revenue (2022 consolidation scope)

-8%

NPS GROUP

-23%

GROUP CLIENT NPS

+10

>40

points en 44 ans in years

39

2025 INTEGRATED REPORT

Profitable and balanced growth Since the launch of its strategic plan in 2021, the Apave Group has undergone a major change in scale, doubling its business volume in five years.

Having crossed the symbolic threshold of one billion euros in revenue as early as 2022, the Group has maintained a momentum of profitable growth to reach nearly €1.9 billion by the end of 2025. This progression is built on a solid balance between sustained organic growth and targeted acquisitions.

The operating margin has continued its steady rise, reaching over 11%, thereby demonstrating the robustness of the Group’s economic model.

1.9 11%

€ Bn in revenue at the end of 2025 of operating margin K EY F I G U R E S

A new geographical footprint

29 60 43%

acquisitions

between end of 2020 and 2025

countries of revenue

of the Group’s business

Between the end of 2020 and 2025, the Group completed 29 acquisitions. The major acquisition of Apave North America (formerly IRISNDT) in late 2024 marked a decisive move into North America (USA and Canada).

While international operations represented 20% of revenue in 2020, they now account for nearly 50% of the Group’s business at the end of 2025.

Apave is now present in nearly 60 countries, offering its clients the ability to mobilise experts on a global scale.

K EY F I G U R E S

Strengthened expertise Beyond geographical expansion, the Group’s acquisition strategy has also served to enrich its technical expertise.

systems—strengthened since 2020 through the acquisitions of Oppida and LSTI, as well as the creation of Apave Digital;

The integrated companies bring complementary skills in key areas such as:

Sustainability (carbon footprints and decarbonisation pathways, vulnerability analyses, etc).

Industrial inspection and asset integrity management; Non-destructive testing (NDT); Digital risk management, including the cybersecurity of industrial and information

These areas of expertise strengthen Apave’s ability to offer increasingly comprehensive and innovative solutions to meet its clients' safety, compliance, and transformation challenges.

41

2025 INTEGRATED REPORT

An ambitious recruitment policy and a structured onboarding process EMPLOYEE TESTIMONIAL

“ What I enjoy most about my daily tasks is the lack of routine and the diversity of the assignments. Every week, I carry out a wide range of measurements across different industrial sites, which allows me to develop a versatile skill set. ”

Anais

3rd-year Apprentice (BUT), Testing and Measurements Team, Poitiers - France

In five years, the Apave Group has significantly bolstered its workforce, growing from 11,000 employees in 2021 to 18,500 in 2025.

Since 2021, nearly 10,000 new talents have joined the Group. In 2025, Apave further accelerated this momentum by recruiting 2,500 new employees. To support this drive, Apave has established a robust recruitment organisation and a structured onboarding process: a network of HR and operational recruiters actively engaged in the field, meeting students and candidates seeking new professional opportunities. In 2025, teams participated in nearly 100 events,

forums, and student meet-ups at target schools and talent incubators. an Onboarding, Integration, and Training pathway offering a comprehensive, tailored programme to integrate new employees into the Group and equip them to perform their future engagements under the best possible conditions.

To achieve this, Apave relies on its internal training centre, “Apave Campus”, which ensures skills development and versatility.

The unique “inspector-trainer” model further reinforces the high standard of technical training provided by Apave.

Work-study programmes: training to work at Apave Apave reaffirms its commitment to youth integration. Every year, over 250 apprentices are recruited in France. The effectiveness of this system was evident in 2025: 96 % expressed satisfaction with their work-study programme*; 50 % received a job offer upon completion.

Apave operates its own CFA (Apprentice Training Centre) with dedicated cohorts for Electri-

cal Inspection Technicians in Lyon and Taverny (France). This 12-month course combines 25% classroom training with 75% branch-based experience for immediate operational immersion. Following these 12-month programmes— which include real-world practical experience at client sites—over 80% of participants (from various backgrounds and career changes) received a job offer within the Group. *Apave Onboarding survey

Leveraging Artificial Intelligence for our business and operational performance

18,500 employees

+68% since 2021

K EY F I G U R E S

Apave continues to integrate digital technologies, particularly Artificial Intelligence (AI), to enhance its core business lines and support clients through their own transitions. These innovations improve operational performance and increase the reliability and precision of interventions, both on-site and remotely. a lever for transformation

AI acts as a lever for transformation at several levels. First, it drives operational efficiency by automating previously manual tasks— such as data scanning—and facilitating access to information through intelligent search engines or specialised business assistants.

It also contributes to optimised intervention planning and more robust data analysis.

video analysis, defect detection, and digital twin comparisons, which accelerate diagnostics while improving accuracy.

Finally, AI creates new service opportunities through the development of high-value offerings such as predictive maintenance, dynamic risk analysis, and the certification of artificial intelligence systems. Furthermore, it contributes to a more streamlined customer experience.

Through these applications, Apave is positioning artificial intelligence as a key differentiator, leveraging it to deliver increasingly high-performing and impactful expertise to its clients.

Internally, AI optimises processes and frees up time for experts. It is used for image and EMPLOYEE TESTIMONIAL

“ My mission is clear: to ensure total risk management for project owners. Today, I am proud to lead a team of nine engineers and work alongside them at every stage of our clients' projects, from design to delivery.

What makes this role so compelling is the sheer variety of technical challenges and the wide range of stakeholders we engage with. ”

Stanislas

Building technical control engineer, Nice - France 43

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OUR EXPERTISE AT THE HEART OF TRANSITIONS

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Reducing your environmental and social impact in the field with Apave.

CONTEXT

At a time when environmental and social issues have become pivotal for businesses, sustainability demands a structured approach to planning, measuring, and managing the impact of activities on the climate, society, and biodiversity.

With its sustainability offering, Apave supports organisations at every stage of their transition.

The Group intervenes from the diagnostic phase to identify impacts and risks, and subsequently during the definition of transition pathways to structure action plans tailored to our clients' operations. We also provide operational monitoring to measure results and adjust approaches over the long term.

This approach enables companies to move from analysis to action, relying on rigorous methodologies and recognised expertise to secure their transformations and strengthen the long-term viability of their activities.

100+ consultants

specialising in sustainability issues: climate, environment, risk analysis, biodiversity, non-financial performance K EY F I G U R E S

FOCUS

Projects conducted across all sectors, serving private companies and public organisations In 2025, Apave reached a key milestone in the development of its sustainability consulting offering with the coming together of Aktio and the Climate & Sustainability Branch. Since 1 January 2026, these areas of expertise have been united within an integrated entity comprising 100 multi-disciplinary experts, capable of supporting companies throughout their entire sustainable transformation journey.

This more streamlined organisation allows Apave to offer a comprehensive approach covering three major, complementary areas.

Regarding climate, teams support companies in measuring their emissions (Carbon Footprint®, GHG Protocol) and defining decarbonisation pathways aligned with sector-specific requirements.

On social and regulatory issues, they provide support for compliance—notably within the CSRD framework—performing double materiality analyses and structuring ESG reporting systems.

Finally, regarding biodiversity, they conduct ecological field diagnostics and integrate environmental issues into development and investment projects.

Beyond this expertise, Apave positions itself as a long-term partner, offering integrated support that links strategic consultancy, operational implementation, and the management of non- financial performance. This approach ensures that transformations are sustainably embedded at the heart of company activities and remain effective over time.

APAVE TESTIMONIAL

“ We support our clients over the long term through a logic of sustainable transition. Our consultants combine technical expertise and digital tools to make these processes concrete and operational, train teams and enable clients to manage their transitions with autonomy and efficiency. ”

Apave thus offers an integrated, pragmatic, and operational approach, enabling its clients to transform their obligations into drivers of sustainable performance. Choosing Apave means choosing “sustainability in the field.”

Laurent

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#testimonials Easy Cash

Structuring a rigorous decarbonisation pathway With 160 stores and over 16 million products exchanged each year, Easy Cash, the French leader in second-hand goods, structured its climate strategy with Aktio. This included a carbon footprint (covering direct and indirect emissions), the calculation of avoided emissions, and the definition of a decarbonisation pathway using the ACT Step-by-Step methodology to ensure a reliable global vision.

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Easy Cash ● 160 stores ● 16 million products exchanged each year ● Carbon footprint ● Calculation of avoided emissions ● Definition of a decarbonisation pathway

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We wanted a complete picture of our impacts, not just intuition. Measuring avoided emissions is not simple, and the risk of oversimplification or greenwashing is real. With Aktio, we benefit from a scientific approach that gives meaning to the figures.

Sophie MONNEREAU

CSR Director, Easy Cash

LISI ● A global player specialising in the manufacture of high-value-added assembly solutions and components for the aerospace and automotive sectors ● Sustainability approach ● 1st CSRD report

LISI

Structuring CSRD compliance as a strategic lever A global player specialising in the manufacture of high value-added assembly solutions and components for the aerospace and automotive sectors, LISI seized the entry into force of the CSRD directive to structure and strengthen its sustainability approach. To secure this transition and ensure the reliability of its first reporting cycle, the Group relied on the expertise of RSE France, an Apave Group subsidiary.

The successive phases of the audit process and the resulting exchanges made it possible to go beyond a simple compliance exercise: challenging the double materiality analysis based on sector benchmarks; engaging in operational and constructive dialogue regarding ESRS standards and regulatory developments; obtaining reasonable assurance on the data collection process and ESG indicators.

This approach enabled LISI to consolidate its sustainability strategy and approach the publication of its first CSRD report with confidence.

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It was a constant constructive dialogue. RSE France’s intervention provided us with a demanding external perspective and a valuable validation of our processes and results.

Geoffroy KOHLER

Head of Governance, Risk & Compliance, LISI

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#testimonials Daher

Securing a decarbonisation pathway through expert verifcation A major player in the aeronautics industry, the Daher Group entrusted Apave with the verification of its 2024 carbon footprint, covering Scopes 1, 2, and 3, and prepared in accordance with the international GHG Protocol methodology. The objective: to validate, through an external assurance engagement, the chosen methodological approach and the internalisation of its calculations.

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We were looking for industry depth to avoid a purely administrative verification. The Apave expert had a perfect understanding of the challenges in our sector, which dispelled all our initial concerns. Étienne CARPENTIER

Decarbonisation and Adaptation Project Director, Goupe Daher

Beyond a simple verification, the technical sectoral expertise of the Apave teams provided a constructive critical perspective on the collection and analysis processes, tailored to the specificities of the aeronautics industry. This assignment enabled Daher to secure its decarbonisation pathway and consolidate its non-financial performance, leading to a significant improvement in its CDP rating, which rose from B to A-.

Daher ● A major player in the aeronautics industry ● Carbon footprint verification ● Climate policy validation ● Securing decarbonisation pathway

Ma Boussole Aidants ● 2.7 million users ● Implementation and achievement of social and technological objectives Ma Boussole Aidants

Securing its purpose-driven mission through independent verifcation A digital platform of general interest, Ma Boussole Aidants' mission is to simplify the daily lives of caregivers in France to concretely improve the living conditions for both carers and those they support.

In a context of strong growth, with nearly 2.7 million users, the organisation wished to secure and demonstrate the reality of its commitments as a “purpose-driven company” (société à mission). To this end, Ma Boussole Aidants appointed RSE France (Apave Group) as an Independent Third- Party Body (ITPB) to verify the implementation and achievement of its social and technological objectives. The support provided made it possible to:

validate the accessibility and scalability of the platform, notably through largescale content indexing;

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check the reliability of data and the referencing of local structures; verify the social impact, particularly through user satisfaction indicators (over 67% of users recommend the platform).

This project consolidated the credibility of the “purpose-driven company” approach and reinforced stakeholder trust by providing independent proof of the platform's real-world impact.

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At Ma Boussole Aidants, our goal is to combine social impact, accessibility, and trust. We particularly valued the involvement of RSE France, who provided an external perspective that was both rigorous and constructive, helping us transform our commitment as a purpose-driven company into tangible evidence.

Virginie GUY-LAGOUTTE Managing Director of Ma Boussole Aidants

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2 ASSET INTEGRITY MANAGEMENT IN INDUSTRY

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Securing the performance and lifespan of your industrial assets.

CONTEXT

2 ,000 technicians

specialised in NDT (Non-Destructive Testing)

K EY F I G U R E S

200 engineers ASME-qualified

In industrial sectors, performance cannot exist without risk management. Whether in refineries, production sites, energy infrastructure, or offshore installations, these complex assets are subject to severe constraints, where the slightest failure can lead to major human, environmental, and economic consequences.

Asset Integrity Management (AIM) addresses this challenge by ensuring that equipment operates safely and reliably throughout its entire life cycle.

As a trusted third party, Apave supports operators through a comprehensive approach to asset integrity management: risk reduction, regulatory compliance, and the optimisation of performance and investment. This approach enables a shift from reactive maintenance to predictive management, based on a granular understanding of equipment behaviour.

In recent years, the Group has significantly strengthened its AIM expertise and capabilities for industrial plants.

This follows the acquisition of Apave North America (formerly IRISNDT), which consolidates its international expertise in non-destructive testing, and PIM, a specialist in advanced asset integrity management solutions for the industrial and energy sectors.

FOCUS

APAVE TESTIMONIAL

An integrated approach to asset management Apave’s Asset Integrity Management (AIM) offering combines fieldwork, structural resistance calculations, and engineering analyses to monitor, understand, and manage industrial assets. It is structured around three complementary areas.

Optimising inspection and maintenance strategies: using Risk-Based Inspection (RBI) approaches, inspection programmes are prioritised based on actual risks, allowing resources to be allocated to the most critical areas.

Accurate assessment of equipment condition: inspections, non-destructive testing (NDT), and real-time sensors —as well as digital twins— enable the collec-

tion of reliable data on asset health and the identification of weak signals.

“ Our role has always been to manage risks through a deep and predictive understanding of how industrial equipment behaves. Asset Integrity Management is the natural evolution of this expertise. ”

Long-term anticipation and decision-making: remaining life assessments, Fitness-For-Service (FFS) evaluations, and compliance with international codes (ASME, API) make it possible to predict equipment behaviour and inform investment decisions. Apave thus supports operators and industrial firms in managing their production assets through their entire life cycle—from design to decommissioning—providing the necessary insights for decision-making regarding maintenance, modernisation, or replacement (CAPEX).

Alexandre

Group Technical Manager, Inspection Activities Apave

CASE STUDY

AIM in the automotive industry In the automotive industry, where production lines operate continuously, a technical failure can lead to costly downtime. Apave deployed a comprehensive Asset Integrity Management approach for a major automotive player, establishing a predictive management system for their industrial assets. The teams first identified critical equipment, then combined advanced non-destructive testing (digital radiography, PAUT ultrasonic testing) with Risk-Based Inspection (RBI) methodologies to map high-risk areas.

This approach has made it possible to: anticipate failures before they occur; prioritise investments within a coherent multi-year plan; extend the lifespan of equipment safely; safeguard production continuity.

Beyond technical performance, this approach has transformed maintenance into a genuine strategic lever for industrial management.

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Preparing your teams for the jobs of tomorrow, anywhere in the world.

CONTEXT

As a leader in professional training for risk management and occupational safety, Apave supports organisations and their employees throughout their professional journeys.

The Group supports organisations at every stage: from onboarding of new talent and rapidly training operational staff, to developing skills in response to new technologies and regulations, and facilitating professional retraining.

With its 215 training centres and mobile units, Apave offers real-life simulations adapted to the specific trades and needs of the field, thereby contributing to the sustainability of skills and the economic dynamism of local regions.

+600 training courses

“Green&Social”

K EY F I G U R E S

FOCUS

Expanding our training offering Since late 2020, in accordance with its strategic plan, Apave has accelerated the development of its training offering by diversifying its teaching methods and strengthening its international presence.

The Group relies on innovative approaches, notably through the 3D environments developed by its subsidiary Trainor, which place learners in real-life situations from their very first sessions.

This momentum resulted in several structural achievements.

In Morocco, Apave opened a training centre of over 1,000m² dedicated to health and safety.

In the United Kingdom, the acquisition of PPL Training and its three campuses (York, Slough, and Livingston) strengthens the training offer for technical trades and industrial safety.

The Group also developed a driving facility, unique in Europe, for training related to the transport of hazardous materials.

APAVE TESTIMONIAL

“ Since 2020, we have accelerated the expansion of our offering to meet our clients' new technological and geographical challenges. Whether it is renewable energy or electrical safety, our 215 training centres now constitute a unique network serving the sustainability of regions and the safety of talent. ”

Thibault

Group Training Director Apave

FOCUS

Training for high-demand professions To address recruitment difficulties in industry, Apave offers qualifying training directly connected to field needs, allowing for the rapid training of operational professionals.

The professions prepared for include: automated plant or machine operators, industrial maintenance technicians, HVAC technicians, industrial welders, warehouse agents, and more. In total, over 30 pathways are offered, taught in real-world conditions on training workstations and supervised by expert trainers with field experience.

The Apave CFA (Apprentice Training Centre) completes this offering for young people aged 16 to 29, combining theoretical learning with company immersion for rapid access to employment.

+650,000trainees

trained in Apave centres, who have been able to maintain or enhance their professional development thanks to recognised qualifications or certificates.

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#testimonials Succeeding in the transition to the jobs of tomorrow At Apave training centres, trainees acquire much more than just skills: they validate expertise. Hans followed an intensive 120-day training course to become a maintenance technician, a qualification that allows him to pivot and supports his return to employment.

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Coming from a sales background, I chose a technical path to be where the action is. My greatest pride? Finally being able to decipher a complex electrical or hydraulic diagram.

With this Maintenance Technician qualification, Apave transformed my retraining into a concrete success. The “Apave seal” on my diploma is a recognition of expertise that is immediately valuable in the job market.

Hans

Maintenance Technician, Taverny - France

Committed to professional integration Inès completed an aviation training course with CAMAS, the Group’s specialist subsidiary, to become a ground handling agent.

Client Insight

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At Camas, we work from the realities of the field to identify the skills of tomorrow. By offering tailored training, we help everyone access a profession and thus affirm our daily commitment to professional integration.

Ludovic

Director of CAMAS Apave Group

The idea of working at the heart of aviation and being constantly on the move really motivated me. As a ramp agent, we have a great responsibility in ensuring planes take off safely and on time.

Thanks to the training I received at CAMAS, I felt comfortable and prepared from my first days on the tarmac. To all the young women considering this profession: go for it!

Inès

Currently training to be a ground handling agent

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4 ASSET INTEGRITY MANAGEMENT IN INFRASTRUCTURE

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Guaranteeing the reliability and longevity of your infrastructure with Apave.

CONTEXT

Bridges, energy networks, industrial plants, or offshore assets: all over the world, infrastructure is aging and must meet increasingly strict safety and performance requirements.

Through its Asset Integrity Management (AIM) offering, Apave supports asset managers throughout the life cycle of their assets (infrastructure, civil engineering structures, industrial/ commercial/residential buildings).

The Group provides expertise starting from the initial inspection phase to identify visible deterioration and weak signals, during structural diagnostics to assess robustness and durability, and as part of multi-year support to plan investments, prioritise work, and manage maintenance.

This approach transforms field data into a decision-making tool, enabling a shift from reactive maintenance to predictive management, securing operations and controlling costs.

1,000 technical assignments per year

on engineering structures (bridges, viaducts, reservoirs, retaining walls) K EY F I G U R E S

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Optimising asset health The AIM (Asset Integrity Management) offering is based on an approach that combines human expertise and digital solutions, making it possible to: identify deterioration and weak signals in the field; evaluate the robustness and durability of structures using the Ap’Structure solution; plan and manage long-term maintenance through the multi-year support provided

by Apave Performance Immo.

This methodology helps clients avoid unplanned downtime, effectively plan their maintenance projects, and safely ensure the longevity of their infrastructure.

ASSIGNMENT Apave - ADIF - Spain

Rehabilitation of the Cartagena railway station As part of the complete rehabilitation of the Cartagena railway station in Murcia, Apave worked alongside the Spanish rail operator ADIF to provide construction supervision and project management to support the client team.

Apave teams supervised all technical, economic, and administrative dimensions of the

project, ensuring compliance with regulatory requirements and the quality of work execution.

This assignment perfectly illustrates Apave’s AIM approach: guaranteeing the compliance and safety of critical infrastructure, securing investment decisions, and supporting asset managers over the long term.

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#testimonials Monitoring and predictive maintenance

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National Technical Lead for Instrumentation and Structural Auditing - Apave

Technical management of real estate assets

optimise building usage; maintain operational conditions; reduce energy consumption;

ensure regulatory compliance; optimise budgets.

The multi-year support solution is a vital tool for investment planning, prioritising projects, and managing maintenance. e E x p e r ti s av

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Multi-year support allows property managers to implement short, medium, and long-term strategies for an entire real estate portfolio. This support involves various audits: usage, condition, energy, regulatory, and budgetary. These audits consolidate knowledge of the property assets and help implement a tailored action plan to:

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Ap’Structure is a dynamic solution designed to assess the structural health of assets through diagnostics using autonomous sensors capable of identifying specific areas of concern. Their high sensitivity enables the collection of precise data to create a “structural identity” at a specific point in time and monitor its evolutions through regular measurement campaigns. This diagnostic process qualifies the degree of degradation and, where necessary, allows for the scheduling of predictive maintenance to ensure the long-term viability and safe operation of the asset.

Ap’Structure requires no operational downtime and can be applied to civil engineering structures, industrial buildings, car parks, or buildings undergoing a change of use. This non-destructive method is also used to measure cable tension (stay cables, prestressing cables) using vibration analysis.

Antoine

Head of Real Estate Asset Management, Apave Performance Immo

Detailed inspection of the Gustave Flaubert Bridge in Rouen (France) This iconic bridge, commissioned in 2008, underwent a detailed inspection to thoroughly verify its structural condition. The steel and concrete structures of the entire asset were subject to a detailed visual check by our Infrastructure specialists (assisted by rope access technicians and divers).

These checks make it possible to inventory and map any issues (corrosion, paint chips, cracks, etc.), allowing the client, the Direction Interdépartementale des Routes Nord-Ouest, to plan a preventive maintenance programme.

This assignment meets a dual challenge: ensuring the infrastructure's longevity and using the structure safely.

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Client Insight

This specific bridge inspection assignment entrusted to Apave was carried out successfully within tight deadlines, while keeping disruption to users to a minimum.

Thierry COCONNIER

Large Structures Project Manager DIR Nord Ouest

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TECHNICAL SUPPORT FOR MACHINERY

Ensuring the safety and performance of your machinery throughout its entire life cycle.

APAVE TESTIMONIAL

CONTEXT

Designing, operating, or maintaining industrial machinery involves a dual responsibility: guaranteeing personal safety and ensuring operational performance.

Through its “Technical Support for Machinery” offering, Apave—acting as a trusted third party— supports manufacturers, operators, and maintenance providers at every stage of the equipment life cycle: from design and commissioning to modification and maintenance phases.

Customers can call upon Apave as early as the definition of technical requirements, during manufacturing, before commissioning, or whenever equipment is modified to ensure compliance, safety and performance.

“ Safety and performance are inseparable. Technical support for machinery makes it possible to reconcile employee protection, regulatory compliance, industrial performance, and cost control. ”

Stéphane

Technical Director, Apave Exploitation France

13,000 assignments Nearly

completed in France in 2025

600 machinery experts

Group-wide

K EY F I G U R E S

FOCUS

Managing machinery risks on a global scale Each year, Apave carries out nearly 13,000 Technical Support for Machinery assignments for manufacturers, operators, and integrators. The Group's expertise is structured around four pillars.

Requirements definition: helping operators precisely define their technical requirements and objectives.

Risk analysis: identifying hazards and proposing solutions to reduce risks during manufacturing or modifications.

Performance analysis: suggesting improvements to optimise productivity while guaranteeing safety.

Compliance control: verifying that machinery meets regulatory obligations and industrial standards.

Thanks to its international network, Apave manages these issues worldwide, notably by providing manufacturing monitoring and equipment acceptance directly at factories, regardless of their location. This approach guarantees operators a comprehensive overview of the project, a maximum level of safety, and optimal operational performance at every stage.

Norske Skog Golbey A major transformation Faced with a rapidly changing market, the Norske Skog Golbey paper mill—a newsprint manufacturer—undertook a major transformation of one of its two paper lines into a corrugated paper line, requiring the assembly of components from different suppliers. To secure this asset and ensure commissioning in strict compliance with regulations, Norske Skog Golbey turned to Apave at several key stages: Manufacturer data analysis: verifying the consistency and theoretical compliance of machine safeguards.

Cross-border verification: aligning international supplier standards with French regulatory requirements.

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We were able to follow the entire project, which gave us a complete view of equipment compliance and safety. We were looking for a reliable and recognised partner. Apave knows our facilities perfectly and enabled us to secure our industrial transformation.

Laurent GEORGEL Technical Director Norske Skog Golbey

Comprehensive support: from design to final control, providing the essential overview needed to guarantee compliance and safety.

To find out more, watch the video here

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SUPPORTING OUR CUSTOMERS TOWARD SUSTAINABLE SUCCE

Examples of high-impact environmental and social assignme

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SUPPORTING OUR CUSTOMERS

Examples of h environmental an CONTEXT

Each year, Apave’s teams support thousands of organisations in managing their risks and ensuring the success of their projects. Beyond regulatory compliance, these assignments contribute directly to the successful sustainable transformation of industries, infrastructure, and local regions.

Whether through reducing greenhouse gas emissions, the energy transition, vulnerability analysis, the circular economy, large-scale project safety, or heritage preservation, these assignments illustrate the diversity of expertise mobilised by the Group to help its customers reconcile economic performance, safety, and environmental responsibility.

The Apave difference: technical field expertise and concrete approaches.

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high-impact nd social assignments We integrate all environmental, operational and strategic issues.

No. We integrate the full range of operational and strategic environmental issues,

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« In North America, we provide tangible, in-the-field security for infrastructure to support the growth of renewable energy.

Within the wind sector, our teams are involved at every stage: component inspection, non-destructive testing (NDT), maintenance, and failure analysis. There is a dual challenge: ensuring the safety of installations while optimising their long-term performance. Since 2021, we have built this expertise through highly operational projects, and we are now expanding our reach into advanced engineering and new inspection technologies. This momentum is currently extending into solar power, battery storage, and hydrogen. Everywhere we operate, our role remains the same: enabling these infrastructures to be deployed reliably, sustainably, and safely. »

Each market has its own specific characteristics. Our ambition is to combine a consistent, global approach with locally tailored solutions. This dual approach, both global and local, allows us to offer relevant, effective, and practical solutions, wherever our clients are located.

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CTO Wind & Renewables, APAVE NORTH AMERICA

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Through our expertise in training, assistance, consultancy, and our role as an independent third-party auditor, we offer bespoke support tailored to each client’s level of maturity. We are particularly active on the climate front, a reality already shaping the global economic landscape. As managing greenhouse gas emissions has become an essential driver of performance, we help our clients structure their decarbonisation strategies. By evaluating future transition scenarios, we enable companies to safeguard their value chains and strengthen the resilience of their infrastructure against climate hazards. We also support them with governance and non-financial reporting, helping to structure their strategy and enhance the transparency of their activities.

including soil health, biodiversity, and water management, as well as social, societal, and corporate governance factors. Our goal is to help clients with their transition projects, transforming sustainability into a driver of performance and long-term viability, not just a response to regulatory requirements.

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HOW DOES APAVE SUPPORT ITS CUSTOMERS WITH SUSTAINABILITY CHALLENGES?

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EXPERT INTERVIEW

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Customer Support Expert Apave

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Assignments at the heart of our customers' action plans Concrete solutions to reduce carbon footprints, structure sustainable procurement, and accelerate the energy transition on a global scale.

“ Transition plans can often be a source of debate. As a trusted third party, Apave acts to calm the dialogue and transform these debates into constructive decisions. ”

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Petit Forestier

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Climate Manager Apave

Apave's adaptability and expertise “ What we appreciated most was Aktio’s ability to adapt to our organisation. The platform is powerful enough without being too cumbersome to update. And above all, we know we can rely on experts when we need them. ”

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Albertazzi Managing carbon complexity for an international fleet As the European leader in refrigerated rentals, the Petit Forestier Group has relied on Aktio’s expertise since 2021 to structure the carbon management of thousands of assets across 24 countries.

The support is based on two complementary pillars: A digital platform capable of consolidating data from multiple countries and entities;

Professionalising sustainable procurement A specialist in water and sanitation piping installation, Albertazzi engaged Aktio to conduct a structured transformation of its procurement function, fully integrating sustainability issues into its operational decisions.

The assignment was structured around three stages:

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diagnostic and risk mapping across all procurement categories;

Expert support to ensure the reliability of calculations and progressively improve the Group’s carbon maturity.

definition of a sustainable procurement policy and a supplier charter;

This approach provides Petit Forestier with a comprehensive overview of its carbon footprint, enabling it to effectively manage its decarbonisation pathway.

This approach has strengthened risk management, initiated a total cost of ownership (TCO) approach, and integrated carbon emission reduction criteria into purchasing decisions.

integration of CSR criteria into supplier qualification and evaluation tools.

Strengthening our CSR commitments “ A pragmatic Sébastien FALCON approach to structure Study Manager &CSR Lead SERFIM Eau our procurement and ALBERTAZZI strengthen our CSR commitments without adding complexity to our practices. ” 69

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The clarity of the analyses and the teaching skills of the teams “ For nearly ten years, the City of Bordeaux and Bordeaux Métropole have relied on Apave for services related to contaminated land and brownfield sites as part of our urban development projects. The expertise of the Apave teams, combined with their understanding of complex urban environments, enables us to safeguard our projects through their rigorous approach to managing health and environmental risks. Beyond the technical quality of their studies, we particularly value the clarity of their analysis and their educational approach; this makes it easier to understand contaminated land issues and effectively supports our project managers in their decision-making. This long-term partnership provides reliable support for the delivery of our operations. ” Nadège OUSTRIÈRE

Manager for Contaminated Land and Brownfield Studies BORDEAUX MÉTROPOLE

As a trusted partner of Bordeaux Métropole, Apave deploys its expertise in contaminated site and soil management to support the city's transformation.

Through technical support assignments and environmental analyses, our experts secure major projects that place nature and public health at the heart of daily life for Bordeaux residents. Three flagship projects were conducted in 2025.

Les Cours Buissonnières: soil and ambient air diagnostics before the greening of school playgrounds, ensuring health and safety for young children.

Family Gardens: analysis of vegetable garden soil and vulnerability studies to prevent any transfer of pollution to plants and ensure the safe use of cultivated plots.

Lakefront Development: Rigorous monitoring of surface water and sediment quality through monthly sampling campaigns to preserve biodiversity and water resources.

Direction de la Sécurité Aéronautique d'État Complementary expertise driving compliance

A win-win situation

As part of its mission, the Direction de la Sécurité Aéronautique d'État (DSAÉ - State Aviation Safety Directorate) relies on the expertise of Apave Aeroservices to optimise the oversight of its ecosystem (armed forces, gendarmerie, and customs). This is achieved by delegating audits of approved organisations and airworthiness reviews, particularly for light aircraft and overseas missions.

“ This partnership allows us to evolve together in a win-win logic, with the sole guiding principle of 'producing safety' in the service of State aviation. ”

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ntInsigh

Cyrille DUVIVIER

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This synergy allows the safety authority to concentrate its resources on the most complex operational challenges, while ensuring a high level of technical rigour across the delegated perimeters.

Lidl Promoting biodiversity in real estate projects A major player in large-scale retail, Lidl France places corporate social responsibility at the heart of its strategy. For its real estate projects, the brand wanted to structure and gain recognition for its biodiversity actions at its points of sale. The Apave Certification teams supported Lidl in obtaining the Signature Biodiversité Label, a demanding standard that evaluates how living ecosystems are considered at every stage of a building's life cycle.

The support involved:

on-site analysis of outdoor space management (soil permeability, wildlife-friendly landscaping); Verification of plant choices (local species favourable to biodiversity); Evaluation of awareness actions conducted with employees and customers.

This process allowed Lidl to obtain the label for two pilot stores and lay the groundwork for a wider rollout.

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Director of Direction de la Sécurité Aéronautique d'État

SUPPORTING OUR CUSTOMERS TOWARD SUSTAINABLE SUCCESS

Assignments on major construction sites and complex ind Securing and supporting industrial or sensitive projects where technical and human expertise is essential.

Brennilis Anticipation and support “ Apave’s expertise goes beyond regulatory compliance. The teams provide a real capacity for anticipation and support. ” Fabienne ROMEUR

Safety Correspondent at the EDF site.

Managing risks on an unprecedented nuclear decommissioning project Since 2024, Apave has been supporting EDF in the second phase of the decommissioning of the Brennilis nuclear power plant in Finistère (France).

The teams provide expertise in health and safety coordination to ensure risk manage-

ment on an industrial site with exceptional constraints. Their assignment involves coordinating the various contracting companies, anticipating radiological risks, and ensuring the implementation of prevention principles throughout the duration of the work.

GR

AL

dustrial projects

N & SOC I EE

Terminaux de Normandie Securing the commissioning of new ship-to-shore cranes As part of the modernisation of the Le Havre port terminal, Apave teams supported Terminaux de Normandie in the commissioning of nine new ship-to-shore cranes.

This major investment aims to triple the terminal's processing capacity while simultaneously reducing the environmental impact of operations through the progressive electrification of equipment, particularly the yard cranes.

Apave’s assignment took place in two stages: manufacturer verification in China: ensuring equipment compliance with the Machinery Directive, specifically focusing on safety devices and fall prevention systems; commissioning checks at the Port of Le Havre: Verifying the assembly, checking equipment condition following transport, testing the functionality of safety devices, and performing static and dynamic load tests.

These verifications guarantee the safety of future operators who will work with these 2,000-tonne machines, which are capable of lifting 105 tonnes up to a height of 59 metres with a 72-metre outreach.

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Engie Solutions Securing the construction of an urban heating network in Le Mans For the development of the heating network in northern Le Mans (France), Apave is supporting Engie Solutions in the construction of energy infrastructure designed to supply nearly 15,000 household equivalents.

The project includes a biomass boiler plant consisting of two 21 MW boilers, gas boilers, several exchange substations, and a 36 km distribution network.

The Apave teams are conducting a technical building control assignment to ensure the structural integrity of the works, regulatory compliance, and personal safety.

GR

AL

N & SOC I EE

Vietnam Expert supervision of a luxury real estate development Since June 2024, Apave Vietnam has been supporting Masterise Homes—a subsidiary of the Masterise Group and a major player in Vietnam's high-end real estate market— in the delivery of the Lumière Springbay residential programme. This large-scale project consists of four 27-storey towers and two basement levels.

Apave’s involvement is structured around three complementary assignments: project management;

coordination of contractors and technical interfaces; construction supervision, with rigorous management of quality, cost, safety, and scheduling requirements.

The site is progressing according to the initial schedule and reached a significant milestone with over 4 million hours worked without an accident. This performance earned Apave a 'Zero Accident' certificate from its customer.

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SUPPORTING OUR CUSTOMERS TOWARD SUSTAINABLE SUCCESS

Assignments at the heart of our customers' strategic projects

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Concrete initiatives to reduce environmental impact and strengthen safety.

Bonifacio Anticipating risks linked to cliff erosion

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The Corsican Prefecture entrusted Apave with a structural evaluation assignment for 31 buildings in the Bonifacio citadel, threatened by the retreat of the cliff edge (also known as escarpment retreat). To analyse these 31 historic buildings dating from the 12th to the 19th century, the teams deployed advanced technologies: drones, 3D modelling, radar scanners, and rope access expertise. These investigations make it possible to establish a precise diagnostic and anticipate potential failure scenarios to guarantee the safety of residents and visitors.

Ensuring the safety of assets and people “ This is a prudent and responsible approach to ensure, in the long term, the safety of people and assets. ” Laurent

Apave engineer

A partnership built on trust “ Through rigorous management and a trusted partnership, selective deconstruction becomes a genuine lever for the ecological transition. ” Éric

Business manager Apave

Monaco Making reuse a lever for decarbonisation As part of the Principality’s ecological transition, Apave Monaco supported the Directorate of Public Works in the selective deconstruction of the former International School of Monaco building.

The teams identified reusable elements, organised their recovery through local partners, and supervised their removal.

This operation achieved: the reuse of over 1,700 suspended ceiling tiles and 400 lighting fixtures; a saving of over 200 tonnes of CO₂ emissions.

GR

AL

N & SOC I EE

ie Cl

Montreal Metro Independent Safety Assessment (ISA) for the GPMM consortium (Alstom/ AtkinsRéalis)

A team of ten CERTIFER experts in RAMS (Reliability, Availability, Maintainability, and Safety), safety engineering, and independent assessments ensures compliance with the highest international standards (ISO 17020 Type A).

67 km of automated lines—the largest automated network in the world 26 stations linking South Shore, downtown, West Island, and Deux-Montagnes 200 000 passengers/day at full capacity.

“ The CERTIFER teams demonstrated exceptional qualities throughout this assignment. I particularly value their agility during the final stretch before the opening of this portion of the REM. Their professionalism in reviewing safety documents—proving the highest safety standards were met on this project—and their commitment to the ambitious deadlines set. ” Philippe NOEL

National Technical Lead for RAMS – Alstom (REM Project) MONTREAL AUTOMATED METRO

A major miletone: the Deux-Montagnes branch, covering 50 km and 19 stations

77

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Agility and commitment for ambitious deadlines

Since 2018, CERTIFER Canada has been supporting the design, integration, and safety validation of Montreal’s Réseau express métropolitain (REM)—a major project for automated mobility.

Key figures:

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AL

N & SOC I EE

Steering a major logistics complex toward LEED Gold certifcation Since May 2024, Apave Vietnam has been managing the construction assignment for the LŌ-GOI Yen Phong industrial complex, featuring 61,600 m² of built area on 115,000 m² of land.

Apave’s involvement is based on: global project management of the construction site; coordination of contractors and technical interfaces; Quality, safety, cost, and schedule monitoring according to international standards.

The project aims for LEED Gold certification—a demanding environmental standard still rare in the Vietnamese logistics sector—incorporating advanced criteria for energy efficiency and environmental performance.

Vietnam

Senegal Innovating to strengthen the safety culture Alongside SEN’EAU (the entity responsible for the production and distribution of drinking water in Senegal’s urban and peri-urban areas since 1 January 2020), Apave Sahel contributed to Health and Safety at Work Week by deploying virtual reality solutions to simulate high-risk situations.

This immersive assignment strengthens prevention and the adoption of best practices, demonstrating the integration of digital tools to enhance worker safety.

Sustainable mobility and railway innovation in Norway Manufacturer Plasser & Thuerer entrusted CERTIFER with the certification of two maintenance machines for the Norwegian railway network.

The objective is to enable the commissioning of more environmentally friendly equipment through innovative traction technologies that reduce pollutant emissions.

CERTIFER is acting as a Notified Body (NoBo) and Designated Body (DeBo) to: perform conformity assessments against Technical Specifications for Interoperability (TSI);

verify compliance with Norwegian national requirements;

Rigorous evaluations

secure the certification process.

“ The CERTIFER teams demonstrated a high level of professionalism and technical expertise throughout the project. Their rigorous assessments and collaborative approach are essential to ensuring the certification of these next-generation, eco-friendly maintenance vehicles. ”

One of the machines features hybrid traction (diesel-electric and catenary power), allowing for 100% electric operation.

This assignment illustrates the Apave Group’s ability to support its rail customers in developing more sustainable solutions beyond simple regulatory compliance.

Payman ZARIFI

Head of Certification PLASSER & THEURER

Plasser & Theurer

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Luxtram

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Securing the extension of Luxembourg’s tramway Line 1 Apave, a real asset “ The expertise and analytical quality of the CERTIFER teams, along with their ability to effectively support the various phases of the project, were a significant asset in ensuring the highest safety standards for the network. ” Carlo HENTZEN

Operations Director LUXTRAM

The extension of Line 1 to Findel Airport has created a 3.9 km section with two new stations: Héienhaff and Findel – Luxembourg Airport.

This project improves airport access and interconnection with the Héienhaff P+R. As a Competent Body and Assessment Body, CERTIFER supported Luxtram by performing safety design assessment, design compliance verification, test programme review, and the evaluation of the operation and maintenance system.

These assignments secured the design and commissioning of the section, guaranteeing passenger safety and compliance with railway standards. The extension was inaugurated on March 3, 2025.

Engaging in the national carbon neutrality ecosystem

“ By joining the TCCA, we are actively participating in the construction of a sustainable energy model for Thailand. ” Kittisak

Director Apave Thailand

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Thailand

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se

In 2025, Apave joined the Thailand CCUS Alliance (TCCA), a national network of experts, industrial players, and institutions dedicated to accelerating carbon capture, utilisation, and storage. This membership marks Apave’s contribution to building a sustainable energy model for Thailand.

A sustainable model

A

GR

AL

N & SOC I EE

ENGAGING OUR TEAMS FOR SUSTAINABLE IMP Internal initiatives and collective

MS PACT action

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ENGAGING OUR TEAMS FOR SUS

Internal initiativ

CONTEXT

Beyond training, Apave encourages its employees to get actively involved in evolving our practices.

Throughout the year and across the globe, our local entities and teams deploy meaningful, high-impact initiatives, whether they are environmental, societal, or directly linked to our operations.

These local projects reflect the Group’s commitment to making sustainability a collective momentum—driven by everyone and deeply rooted in the local realities of the regions in which we operate.

STAINABLE IMPACT

ves and collective action

“

EXPERT INTERVIEW

Transforming our geographical diversity into a driver for acceleration.

WHY IS EMPLOYEE ENGAGEMENT ESSENTIAL FOR APAVE?

fessions, we are building a common language that transcends borders.

Sustainability is built day by day through the actions and decisions of our teams.

At Apave, our employees are the engines of this transformation: their expertise and sense of responsibility bring our sustainability ambitions to life in a concrete way.

Taking action is where we find a sense of collective purpose in the face of today’s challenges.

WHAT BENEFITS DOES THIS MOBILISATION BRING TO THE GROUP AND ITS CUSTOMERS?

HOW IS THIS DYNAMIC DEPLOYED INTERNATIONALLY?

Ap

av e E x p e r t

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The challenge is to transform our geographical diversity into a driver for acceleration.

In nearly 60 countries, we share best practices and create a genuine ecosystem of solutions: an innovation tested in one location can inspire our teams elsewhere. By integrating social and environmental issues into the heart of our risk management pro-

Employee engagement strengthens our impact and our cohesion. Each employee becomes an ambassador, capable of generating sustainable value for our customers and local regions. This mobilisation also fosters a sense of pride and makes sustainability a key driver of the Group's attractiveness as an employer.

Aurélien

Group Sustainability Director Apave

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ENGAGING OUR TEAMS FOR SUSTAINABLE IMPACT

Local solidarity initiatives at the heart of our regions

Dunkirk and Calais / France

Teams from the Apave Campus and the Dunkirk and Calais branches (France) organised a toy and soft toy collection for the local Red Cross. The donations were handed directly to the association's volunteers, strengthening the links between Apave teams and local solidarity organisations.

Anglet / France

“ This initiative reflects our desire to act on the ground for a healthy environment. It strengthens the sustainability culture that informs all our consulting and support assignments. ”

Frédéric

South-West Consulting Branch Manager.

Apave

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Local solidarity

Employees from the South-West Consulting branch (France) mobilised for a beach clean-up operation in Anglet, organised with the Surfrider Foundation.

This initiative resulted in the collection of significant amounts of plastic waste, contributing concretely to the protection of coastal ecosystems.

A

Coastal preservation

Strengthening the culture of sustainability across our assignments

Scotland Mobilising employees to preserve heritage Since 2018, PIM, a Group subsidiary in Scotland, has supported the PIM Running Festival, organised at the Crathes Castle estate by the National Trust for Scotland. The funds raised finance actions to preserve natural and historical heritage. This partnership strengthens both local ties and team cohesion.

Occitanie / France Supporting the Guilhem Fund In 2025, Apave renewed its support for the Guilhem Fund, which finances solidarity projects for patients and hospitals.

Supported initiatives include the redesign of a toy library for hospitalised children and the rehabilitation of a therapeutic horticultural greenhouse.

Tunisia Safety in the service of inclusion In 2025, Apave Tunisia teams provided pro bono support to the ATPPT21 (Tunisian Association for People with Down Syndrome). They carried out the technical building control of the association's new education centre to guarantee the structural integrity of the facilities and the safety of those using them. This contribution helps provide children and families with a safe and inclusive learning environment.

Vietnam “Course de la Francophonie” Apave Vietnam employees took part in the “Course de la Francophonie,” organised as part of the French-speaking community festival. This event encourages cultural exchange while promoting well-being and physical activity.

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Inter-Company Marathon Employees from the Angers-Cholet branches (France) took part in the La Pommeraye inter-company marathon, which brought together nearly 1,500 participants. The Apave team distinguished itself by finishing 6th, demonstrating a strong spirit of teamwork and collective achievement.

La Pommeraye / France Occitanie / France Team spirit and nature During their annual seminar, the Occitanie Consulting teams (France) collectively created the Apave logo using natural elements gathered on-site. This original initiative strengthened team cohesion while illustrating the Group's values of collaboration and creativity.

Sport and local solidarity Apave Vietnam teams participated in the “Foot for Hope” charity tournament in Hanoi, organised by the French Chamber of Commerce and Industry in Vietnam. The funds collected are used to support local social projects—a wonderful illustration of employee commitment to solidarity!

Vietnam

Saint-Pierre / France Running and hiking Apave employees participated in various events at the 24h SaintPierre, combining solidarity runs and hikes. This event brings teams together around a common goal: pushing boundaries together while supporting local initiatives.

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ENGAGING OUR TEAMS FOR SUSTAINABLE IMPACT

Group-wide initiatives that unite our teams The fght against breast cancer During Pink October, over 600 employees participated in solidarity runs and events to support breast cancer prevention and awareness.

Apave donated €5 per participant to the Ligue contre le Cancer, totalling €3,000, transforming the teams' sporting commitment into a direct contribution to research and patient support.

Worldwide / Pink October

Actions for knowledge transfer and expertise sharing Occitanie / France Supporting employment and equal opportunities The Nîmes, Perpignan, and Toulouse branches (France) are committed to working with the Fondation Agir Contre l’Exclusion (FACE) to promote access to employment and support younger generations.

Employees mobilise through concrete actions: mock interviews, supporting people far from the labour market, speaking to secondary school students, and participating in juries that recognise innovative eco-friendly projects.

« « «

Sharing our experience is a concrete lever for boosting local employment.

Canada Committed to training the engineers of tomorrow In March 2025, Matthew Bell, a Senior Engineer at Apave Canada, spoke to students at the University of Alberta to present his expertise in failure analysis. Using real-world cases and the study of defective industrial samples, he raised awareness among 80 first-year students regarding safety issues and supported future graduates with their final-year projects.

Arnaud

Midi-Pyrénées Branch Manager, Apave

An opportunity to stay connected with young people and deconstruct certain clichés.

Audrey

Sales Representative – PyrénéesOrientales and Aude, Apave

I am proud to be involved in concretely supporting the return to work.

Michel

National Sales Coordination Lead, Operations Department, Occitanie & French Overseas Territories, Apave 91

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OUR SUSTAINABLE DEVELOPMENT COMM

MITMENTS

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There can be no successful sustainable transitions without trust and safety.

The Group's commitments structure its actions, mobilise its teams, and guide its service offerings. For the past three years, every commitment has been underpinned by precise indicators and dedicated action plans, designed to track progress and pave the way for accelerated growth toward 2030.

1

2

Committed to the health and safety of our employees

Committed to providing training on sustainable transitions to 100% of our employees and making them active players

Taking concrete action to ensure the health, safety, and well-being at work of all employees.

Training all of our employees to become active participants in sustainable transition issues, enabling them to apply these principles in their daily assignments.

The 5 pillars of the

3

4

5

Committed to decarbonising our activities

Committed to equality, inclusion and the development of all our employees

Committed to working alongside our customers to help them make a success of their own sustainable transitions

Measuring, managing, and reducing the global carbon footprint to make decarbonisation a practical driver of sustainable performance.

Strengthening the integration, inclusion, and professional development of our teams; valuing diversity and individual fulfilment.

Deploying the “Green&Social” offering to support all customers and help them succeed in their sustainable transitions by combining technical expertise with strategic consulting.

e strategy

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“REVIEW” FOCUS

2025, the culmination of a deep transformation The year 2025 marks the successful conclusion of the first 2021-2025 strategic cycle, the culmination of a profound transformation for Apave. This trajectory illustrates the Group's conviction: sustainability must translate into concrete actions at every stage of its business.

Sustainability performance has reached a new milestone: with a score of 80/100, the Group has renewed its EcoVadis GOLD medal, placing it in the top 5% of the most high-performing companies worldwide and the top 1% of its sector for social leadership.

This result highlights the collective commitment of our teams and the robustness of the Group's social, environmental, and governance practices.

For the new 2026-2030 cycle, the Group is intensifying its scientific and operational requirements with the following planned initiatives: aligning its decarbonisation trajectory with the SBTi framework, featuring rigorous management of greenhouse gas

emissions, measured by both absolute reduction and carbon intensity (tCO₂eq/ M€ of revenue); signing the RFAR Charter (Responsible Supplier Relations and Procurement), which commits the Group and its partners to integrating social and environmental criteria into their purchasing practices.

This aims to concretely improve the sustainability of projects and operations throughout the entire value chain.

This approach guides all Group activities: from employee training and safety to the integration of social, environmental, and climate criteria into its customer offerings and its daily and strategic decision-making.

80/100 EcoVadis GOLD level

Apave is positioned in the top 5% of the world's best-performing companies and in the top 1% of its sector for social leadership.

K EY F I G U R E S

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Our 2025 indicators at a glance PILLARS

❶ ❷ ❸ ❹ ❺

PRIORITY INDICATORS

2022 RESULTS

Committed to the health and safety of our employees

Work-related accident frequency rate

5.12

Work-related accident severity rate

0.18

Committed to providing training on sustainable transitions to 100% of our employees and making them active players

% of employees participating in Apave Climate School training

Launched Q4 2023

Committed to decarbonising our activities

Greenhouse Gas (GHG) reduction) scope 1, 2 et 3

84.0 ktCO2e

Reduction in electricity consumption in MWh / € million in revenue

19.9 MWh/€M revenue

% of women in management positions

23.4%

Number of training hours per employee

27.5 h/e

% deployment of “Ethics and anti-corruption” training (subsidiaries)

77%

% deployment of “Ethics and anti-corruption” (employees)

88%

Annual organic revenue growth: “Green&Social”

228 €M

Committed to equality, inclusion and the development of all our employees

Committed to working alongside our customers to help them make a success of their own sustainable transitions

2025 RESULTS 2025 RESULTS TARGETS (2022 consolidation (2025 consolidation scope) scope)

COMMENTS

SUSTAINABLE DEVELOPMENT GOALS

4.42

3.88

<3

The 2022 target was not met, but the trend towards reduction (nearly 25%) continues.

0.24

0.21

< 0.15

Despite missing the target within the 2022 consolidation scope, the trajectory remains oriented towards a progressive reduction in the severity rate.

61%

56%

100%

Based on the 2022 consolidation scope, the 100% target has not yet been reached; however, the participation rate shows steady progress, with nearly 9,000 people having complete the two mandatory modules.

77.1 ktCO2e

91.6 ktCO2e

-5% vs 2022

On the 2022 consolidation scope, the -5% reduction target was successfully achieved.

10.9 MWh/€M revenue

11.7 MWh/€M revenue

-5% vs 2022

On the 2022 consolidation scope, the -5% reduction target was successfully achieved.

27.2%

26.5%

27%

On the 2022 consolidation scope, the target of 27% female representation in management positions was successfully achieved.

24.1 h/e

22.2 h/e

> 20 h

On the 2022 consolidation scope, the target of an average > 20 training hours per employee was achieved.

100%

98%

100%

On the 2022 consolidation scope, the target of a 100% rollout rate for ethics training across subsidiaries was achieved.

100%

100%

90%

On the 2022 consolidated scope, the target of a 90% rollout rate for ethics training among employees was exceeded.

n/d

505 €M

Equal to or greater than the Group's organic growth

The target has been exceeded.

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FOCUS

Safety is an absolute priority and a founding principle of the Group’s activities. Whether on the road, in the office, or in the field, every employee applies the safety principles defined by the Group, based on the OZA ambition – Objective: Zero Accidents, which serves as the foundation of our Health and Safety policy.

1 COMMITTED TO THE HEALTH AND SAFETY OF OUR EMPLOYEES

9,300

Group Safety Talks

2,500

Group Managerial Site Visits K EY F I G U R E S

PILLAR # 1 Committed to the health and safety of our employees

Safety Objective: Zero Accidents (OZA) Four safety behaviours are deployed and applied across all entities and countries where the Group operates.

OUR 4 SAFETY BEHAVIOURS

April, Apave Safety Month “April, Apave Safety Month” is a well-established ritual for the Group. All teams— from the Executive Committee to field employees, in France and internationally—are invited to participate in various actions.

Thematic awareness of safety principles: in 2025, the focus was on wearing Personal Protective Equipment (PPE), linked to Safety Behaviour No. 3 “I protect myself,” and “Life-saving actions.”

#1

#2

“Safety Day” Webinar: held on 28 April 2025 to mark World Day for Safety and Health at Work. Hosted by the Executive Committee, the session was available in both French and English for all Group employees.

#3

#4

“Risk Hunts” on every site: To identify potential hazards and report them via the ALERT Sécurité app.

I THINK BEFORE I ACT

I PROTECT MYSELF

I LOOK WHERE I AM WALKING

I DRIVE RESPONSIBLY

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Good practices A culture of prevention anchored in daily life Beyond these core principles, safety is built on a daily basis through various systems. Managerial Safety Visits (MSV) allow managers to engage directly with teams regarding work situations and the risks they encounter.

Safety talks, organised regularly within teams, also provide key opportunities to share feedback, reinforce best practices, and strengthen collective vigilance.

ALERT Sécurité Reporting hazards and sharing best practices Nearly 7,000 situations were reported in 2026 by Group employees via ALERT Sécurité, the application designed to easily report field hazards (clutter, slippery floors, defective equipment, etc.) and to share observed best practices.

This approach promotes both risk prevention and the spread of safety behaviours within teams.

PILLAR # 1 Committed to the health and safety of our employees

Mathieu

Consulting Operations Director Apave

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Ap

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Because safety is just as important for our customers as it is internally, Managerial Safety Visits are essential moments for dialogue. Safety is a commitment we share with our customers. These shared prevention rituals are proof of a genuine operational partnership dedicated to risk prevention.

360° Safety Fostering a culture of global vigilance Apave is also developing a 360° Safety approach, which aims to reinforce risk awareness at all levels of the organisation and integrate safety into all the Group's activities. This approach combines occupational safety, cybersecurity, and ethics. To permanently anchor these safety behaviours, the Group deployed a “360° Safety” training module—an innovative programme that brings these three dimensions together within a single curriculum.

Group teams to foster a common culture of vigilance at every level.

To date, 88% of employees have already completed the 360° Safety module.

88 %

of employees have completed the module

Launched in 2024 for new employees, this training was extended in 2025 to all

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Health at work Prevention and support In 2025, Apave organised two weeks dedicated to health at work, in June and October, to raise awareness among all employees of best practices for greater professional fulfilment.

During the October session, particular attention was paid to medical prevention, with targeted awareness cycles that saw high engagement: women's health, prostate cancer screening, and breast cancer screening.

Alongside these awareness-raising initiatives, the Group has strengthened its support framework.

Helpline and psychological/social support: employees can benefit from the expertise of qualified professionals to deal with professional or personal difficulties.

Platform dedicated to preventing harassment and sexual violence: A secure tool for reporting situations and obtaining appropriate support.

This comprehensive system reflects Apave's desire to guarantee a safe and serene work environment where everyone can evolve with confidence and contribute to collective performance.

2 weeks of webinars 8 topics 3,000 participants K EY F I G U R E S

#testimonials

Xavier

A state of mind “ Safety is a mindset; it relies on vigilance and everyone taking personal responsibility. My goal is simple: for everyone to return home in one piece. This culture is reflected every day in small actions, such as refusing to work on a high-risk site or ensuring everyone takes their breaks. ”

Managing Director Apave Canada

e av

Tes ti m o

The foundation of every mission “ Safety is the foundation of every assignment: if a task cannot be performed safely, we do not do it.

Our hierarchy of priorities is clear: safety first, then quality, and finally productivity. This is based on a true safety culture, dedicated talks, risk analyses before every assignment, and regular team training. ”

Alain

Managing Director Apave Asia-Pacifc (Vietnam)

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A driver of performance Tes ti m o n ve

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Branch Manager Apave Infrastructures et Construction Champagne-Ardenne

Jean-François

Ap

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SAFETY, A MAJOR AND A SHARED OBJECTIVE 5 years without accidents

“ In high-risk environments, safety is a key differentiator and a driver of performance.

Our customers entrust us with complex projects because they know safety is at the heart of our work. ”

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FOCUS

Understanding in order to act: this is the ambition driving the Apave Group. Knowing how to take concrete action at an individual level, within one's daily role, to create a real impact.

To ensure its 18,500 employees become true stakeholders in sustainable transitions, Apave operates on two levels:

2 COMMITTED TO PROVIDING TRAINING ON SUSTAINABLE TRANSITIONS TO 100% OF OUR EMPLOYEES AND MAKING THEM ACTIVE PLAYERS

● Understanding: providing everyone with the necessary knowledge to grasp climate, environmental, and societal issues; ● Act: encouraging initiatives and concrete actions within professional roles and at the local level.

This approach combines the Group's structured actions with local initiatives from our teams.

PILLAR # 2 Committed to providing training on sustainable transitions to 100% of our employees and making them active players

#testimonials

Educational and accessible modules

available

“ Extremely interesting for the general knowledge of all our teams.

Everyone was pleasantly surprised by how educational and accessible the modules are, which also boosted the enthusiasm of employees who were already environmentally conscious. ”

9,000

employees trained in 2025 K EY F I G U R E S

Apave Climate School Taking concrete action for sustainability Apave Climate School, a sustainability school open to 100% of employees, offers tailored pathways for every function (Finance, HR, Marketing, Technical, etc.).

Two mandatory modules, completed during working hours, establish a common foundation: The Great Climate System: understanding the scientific phenomena that govern the climate.

st e Te i m on

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30+ modules 8 languages

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Apave Performances Immo

Ap

Laurent

The Low-Carbon Transition: identifying energy transition levers and concrete actions to implement.

By the end of 2025, nearly 9,000 employees had completed these modules, strengthening their understanding of the associated challenges and their ability to take concrete action for sustainability, extending beyond climate issues alone.

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FOCUS

Measuring, managing, and taking action to reduce the Group’s carbon footprint.

Apave is actively committed to reducing its greenhouse gas emissions by continuing the rollout of its decarbonisation roadmap.

This approach is built on a structured framework: measuring the Group’s emissions, managing reduction trajectories, and implementing concrete actions across all our activities.

3 COMMITTED TO DECARBONISING OUR ACTIVITIES

Group GHG emissions since 2022 (2022 consolidation scope):

-8% in absolute value -14% in intensity (tCO2e/employee)

-23% in intensity (tCO2e/million euros)

K EY F I G U R E S

PILLAR # 3 Committed to decarbonising our activities

Group GHG Assessment

Decarbonisation 4 major levers Four major levers have been identified to address the primary sources of emissions:

❶ mobility, primarily linked to professional

Since 2022, the Apave Group's GHG assessment has been conducted in accordance with the GHG Protocol methodology.

In line with carbon accounting standards, this assessment covers the entirety of Scopes 1, 2, and 3. Alongside the activated decarbonisation levers, an annual methodological reliability process is undertaken.

This focuses on reducing uncertainties and progressively replacing monetary ratios with physical activity data, thereby ensuring more precise management of environmental performance.

As has been the case every year since 2022, the Apave Group’s GHG assessment is audited by a third-party body

that validates the calculation methodology, assumptions, and amendments. The primary amendment introduced in 2025 relates to the reduction of calculation uncertainties.

The analysis of the Apave Group’s GHG assessment is distinguished by two scopes.

The 2022 consolidation scope: includes the legal entities as they existed in 2022, allowing us to measure the specific efforts made within original Group activities to reduce greenhouse gas emissions.

The annual consolidation scope: includes the full scope of legal entities covered in the 2025 non-financial report.

travel;

2025 GHG Report (2022 consolidation scope)

and energy performance of our sites;

SCOPE

ktCO2e (2022)

ktCO2e (2023)

ktCO2e (2024)

ktCO2e (2025)

Evolution % 2025 vs 2022

Scope 1 Scope 2 Scope 3 Grand total

25.2 3.2 55.6 84.0

28.0 1.7 50.0 79.6

28.0 1.6 47.1 76.6

28.6 1.2 47.3 77.1

+14% -63% -15% -8%

❷ real estate, through the modernisation ❸ procurement, by integrating more responsible criteria into supplier relationships;

❹ energy, consumed within our buildings and infrastructures.

Every decision counts, and every emission avoided counts too. It is about taking thoughtful action. The Group's role is to provide the framework and core principles.

Action must then take place at the local level, tailored to the market, industry, and the specific characteristics of each site.

These strategic priorities are translated into operational initiatives deployed across the various countries in which the Group operates.

2025 GHG Report (annual consolidation scope) SCOPE

ktCO2e (2022)

ktCO2e (2023)

ktCO2e (2024)

ktCO2e (2025)

Evolution % 2025 vs 2022

Scope 1 Scope 2 Scope 3 Grand total

25.2 3.2 55.6 84.0

28.0 1.7 50.0 79.6

30.9 2.2 57.6 90.7

31.0 2.6 58.0 91.6

+23% -19% +4% +9%

Further details can be found in the 2025 non-financial report: Greenhouse gas (GHG) emissions p. 139 109

2025 INTEGRATED REPORT

❶ Mobility Accelerating our fleet transition and supporting new habits Mobility is at the heart of Apave’s activities, as our teams work daily on-site with customers and infrastructure. Reducing the carbon footprint of travel is therefore a vital lever of the Group’s decarbonisation strategy.

Travel currently accounts for more than 30% of our greenhouse gas emissions.

Every kilometre counts: taking a few minutes to choose the most suitable mode of transport helps limit our impact.

A progressively electrifed fleet In 2025, Apave reached a new milestone by updating its vehicle catalogue in France to more strongly encourage the adoption of low-emission engines. Launched in September, this new catalogue quickly gained employee support: 1,200 orders were recorded, 45% of which were for 100% electric vehicles.

By the end of the year, 400 new vehicles had already been delivered—half of them 100% electric—contributing to the gradual transformation of the Group's fleet. deploying charging solutions

The transition to electric power is accompanied by the development of a charging ecosystem tailored to usage: home charging, infrastructure at Apave sites, and access to public networks.

At the end of 2025, in France: over 180 charging stations installed at employees' homes, nearly 100 smart charging cables deployed to facilitate charging and electricity cost reimbursement, over 100 charging points available at Apave sites. supporting new habits

This transformation also relies on significant efforts to support employees: vehicle trials, webinars, educational resources, and internal tools facilitate the adoption of new habits.

PILLAR # 3 Committed to decarbonising our activities

#testimonials Employee feedback / Electric vehicle trials

Ap

Fleet Director - France Apave

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“ We updated our catalogue to make it more incentive-based and to gradually guide employees toward electric vehicles, taking their usage and constraints into account. But the transition does not rely on technology alone: we must also support practices, answer questions, and provide reassurance. ” st e Te i m on av

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Choosing an electric car for everyday use

Mélanie

Accountant Apave

An incentive catalogue

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Apave Canada

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“

A very pleasant surprise; the car is very enjoyable to drive and comfortable, even on small roads and speed bumps. It’s easy and smooth to handle. The design is a success and the range is great for a small car.

Following my trial of the electric R5, I found it very smooth and pleasant to drive, with good power.

The design is very modern.

“ I use my electric vehicle for all my daily commutes. Previously, fuel consumption was high in the city; switching to electric has significantly reduced costs. With my 2024 Chevrolet Equinox, I have a range of 513 km and I recharge every 2 to 3 days. Despite our harsh winters, the vehicle has held up very well. The main challenge, especially for sales teams and technicians in the field, remains the charging network outside major cities, but the situation is expected to evolve. ”

Emmanuel

Unit Manager Apave

Using an electric vehicle is very comfortable, especially for daily commutes. This experiment helped me better understand the possible uses.

Blandine

Financial Executive Apave

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❶ Mobility av

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Midi Pyrénées (France) Branch Manager Apave

Ap

Arnaud

I drive responsibly “ To ensure road safety isn't seen as just a list of prohibitions, I’ve implemented two actions: ● ‘Eco-responsible driving’ training with the goal of training 100% of staff within 5 years. For immediate impact, we prioritise employees who have had accidents or significant infractions. ● Post-infraction dialogue: every time there is a speeding offence, a discussion is systematic. An interview with the direct manager is organised, followed by a written record. For the most serious cases (loss of > 3 points), an interview with the Branch Manager is mandatory.

Training Encouraging more responsible driving All new employees complete a mandatory road safety awareness module during their onboarding.

Additionally, Apave offers an in-person eco-responsible driving module, including a driving simulator and best-practice sharing aimed at reducing energy consumption and improving safety.

The goal is to train 1 000 employees each year.

The idea is to give these actions meaning; it’s not about monitoring, it’s about protecting. My observation: by adapting communication and targeting specific needs, we see a real shift in employee awareness. ”

PILLAR # 3 Committed to decarbonising our activities

Developing shared mobility Apave also encourages alternative mobility, notably through a carpooling system with its partner Karos, deployed across three sites in France: Marseille, Lyon Saint-Priest, and Lyon Limonest, where dedicated parking spaces are reserved for them.

In 2025: 133 employees used the service (including 12 regular carpoolers) 1,108 trips were completed or a total of 2,079 kg of CO₂ avoided and €4,097 in savings.

Regular users complete an average of more than six trips per month, with an average distance of approximately 20 km.

Active travel A complementary lever for reducing carbon impact Active travel is a key driver in reducing the Group’s carbon footprint. To encourage cycling, Apave is installing bike shelters as part of its real estate master plan.

The Group’s objective is to install 190 spaces across 30 branches between 2023 and 2026.

This initiative aims to facilitate sustainable commuting for our employees and contribute to the reduction of emissions related to professional mobility.

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2025 INTEGRATED REPORT

❷ Real Estate Modernising sites to improve energy performance As part of its decarbonisation trajectory, Apave is continuing to modernise its real estate portfolio through a master plan launched in 2020.

The objective is twofold: to improve working conditions for our teams and to reduce the environmental footprint of our buildings. Today, more than 60% of employees in France already work in modernised or renovated branches.

In the United Arab Emirates, Apave’s presence is also evolving. Certain locations, such as Lonestar in Dubai, have been relocated to more spacious sites— increasing operational capacity—while others, such as Abu Dhabi, have been extended.

“

Recently inaugurated or modernised sites include: Casablanca (Morocco), Dammam and Riyadh (Saudi Arabia), Livingston (United Kingdom), Abu Dhabi (United Arab Emirates), and Orléans and Cholet (France).

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In the Middle East, Apave is strengthening its strategic presence in Saudi Arabia with an office in Riyadh and a laboratory in Dammam, supporting Saudi Vision 2030 and local industrial sovereignty.

The initial results are significant: at renovated or newly constructed sites, energy consumption has decreased by 30% to 60%.

Clermont-Ferrand A new FLEX branch to enhance effciency and collaboration In April 2025, our teams moved into a new branch in Gerzat, near ClermontFerrand (France).

This single 650 m² site brings together all the Group's business lines and accommodates approximately one hundred employees.

This relocation makes it possible to: strengthen cohesion between teams; develop training capabilities thanks to the immediate proximity of the training centre; expand training capacity to meet customer needs for training and multi-expertise consulting; reduce the energy footprint by optimising floor space and modernising equipment.

PILLAR # 3 Committed to decarbonising our activities

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We prioritise the purchase or rental of refurbished products for our technical equipment and office furniture, which allows us to divide our carbon footprint by three.

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❸ Procurement

Delphine

Group Procurement Director, Apave

RFAR Charter Balanced and responsible supplier relationships In 2025, Apave reached a major milestone by signing the Responsible Supplier Relations and Procurement Charter (Charte Relations Fournisseurs et Achats responsables), established by the National Procurement Council (Conseil National des Achats) and the Business Ombudsman (Médiateur des Entreprises).

This initiative, already adopted by over 3,100 organisations, highlights a corporate commitment to fair and sustainable supplier partnerships. This move strengthens

transparency and drives more responsible purchasing habits across all Group subsidiaries—particularly regarding equipment reuse and waste reduction.

in the Dammam laboratory (Saudi Arabia), part of the equipment in the mechanical lab section consists of second-hand machinery, reused after refurbishment, reducing resource consumption and the environmental impact of the facilities.

Several initiatives illustrate this approach: in the United States, the Group prioritises the purchase of refurbished PCs, thereby limiting the carbon footprint associated with manufacturing new equipment and promoting the circular economy;

These initiatives demonstrate that sustainable action can be applied daily, both in large-scale projects and in operational procurement.

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2025 INTEGRATED REPORT

❹ Energy

Reducing electricity consumption and promoting renewable energy To deliver on its decarbonisation targets, the Apave Group is focusing on three major energy priorities: reducing electricity consumption at its sites, notably through the Real Estate Master Plan implemented since 2022; transitioning to green electricity contracts; installing solar panels for on-site self-consumption.

Photovoltaic installations at Group sites in Rennes (France), Cholet (France), the United

Kingdom, Tunisia, India, and Italy generated 360,000 kWh, preventing approximately 79 tonnes of CO₂e.

Alongside this, the transition to green electricity in 2025 generated just over 960,000 kWh, representing a reduction of approximately 112 tonnes of CO₂e.

Overall, by 2025, the Apave Group’s energy initiatives will have prevented carbon emissions equivalent to approximately 404 round-trip flights between Paris and Madrid.

PILLAR # 3 Committed to decarbonising our activities

Morocco Practical initiatives for sustainability In Morocco, Apave is turning its CSR commitments into tangible results for its employees and customers.

Several best practices have been deployed: digitalisation of purchase order approval processes to reduce paper consumption; distribution of reusable mugs to employees to phase out disposable cups; on-site accommodation for remote assignments to reduce travel and related emissions; extending the lifespan of smartphones to avoid unnecessary upgrades; promoting local artisanal cooperatives for corporate gifts.

Apave Morocco also developed two solar-powered mobile training units for its customer Vivo Energy Maroc, allowing for training delivery directly on-site while reducing travel.

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2025 INTEGRATED REPORT

❹ Energy

Decarb'ON Engaging employees to accelerate decarbonisation In 2025, Apave launched Decarb’ON, a pilot programme designed to raise employee awareness regarding energy conservation and low-carbon mobility.

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Deployed across five sites in France—reaching over 1,000 employees—this initiative combines awareness campaigns with practical trials to foster more responsible daily habits.

Several complementary initiatives were implemented: testing electric mobility

Employees were given the chance to trial electric vehicles for over two weeks, including personal use on weekends. This immersive experience helped dispel certain concerns, particularly regarding range, and increased awareness of the Group’s support for EV adoption.

“

What they had to say:

Excellent experience: great driving comfort, easy to handle, very quiet, and powerful.

After my trial with the electric R5, the driving is incredibly smooth and pleasant.

Thank you for giving us the opportunity to test an electric vehicle.

adopting more responsible driving habits

A new format of the mandatory “responsible

PILLAR # 3 Committed to decarbonising our activities

driving” course was trialled. Using an on-site driving simulator, many employees—both field and office-based—were able to train in safer, more energy-efficient driving techniques. The Apave Group’s goal is to train 1,000 employees per year.

5 sites 1,000

Décarb'ON

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85%

(of employees) convinced by electric vehicles K EY F I G U R E S

In Marseille (France), Site Manager Pierre Delrieu is leading several initiatives to reduce the facility's environmental impact by focusing on energy performance and daily usage.

Several levers were used to improve energy efficiency: switching to LED lighting (car parks and corridors), roof waterproofing combined with upgraded insulation, and optimising heating and cooling systems through enhanced maintenance monitoring.

“

n

We systematically use maintenance windows to go further: upgrading equipment, optimising what we have, and promoting more responsible practices—from the building itself to our green spaces.

In 2025, these actions were supplemented by new initiatives: expanding carpooling through a partnership with Karos, installing additional EV charging points (6 points), providing catering with 80% fresh, local produce, and managing green spaces by removing invasive species.

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Tes ti m o

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Through Decarb’ON, Apave demonstrates that the transition to a more sustainable model relies on collective commitment and the adoption of new daily practices.

Marseille Practical actions to reduce the site’s environmental footprint

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A communication campaign was also launched across sites to encourage daily eco-friendly habits: reducing paper use, digital sustainability, waste sorting, and monitoring water and power consumption. Site-specific posters, stickers, and internal communications provided visible, concrete reminders for everyone.

Ap

promoting energy-conscious habits

Pierre

Site Manager Marseille (France) Apave

2025 INTEGRATED REPORT

FOCUS

4 COMMITTED TO EQUALITY, INCLUSION, AND THE DEVELOPMENT OF ALL OUR EMPLOYEES

At Apave, diversity and inclusion are far more than “principles”— they are practical levers for performance and innovation. In 2025, the Group continued its strategy to guarantee equal opportunity, value all skills, and support every employee in their professional journey, regardless of gender, ability, or background.

Kinda

Project Manager CERTIFER Canada

Nuclear Pressure Equipment Business Engineer Lyon (France)

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“ I joined CERTIFER as a Project Manager in 2015 and moved into a Lead Assessor role, working on international projects in Turkey, Tunisia, Denmark, and Italy. My desire for international mobility brought me to Canada in 2025 to support the opening of our new Montreal subsidiary. Today, I lead a local team—recruiting and training new talent—while managing international projects. This experience has brought me closer to our customers and allowed me to break out of the routine; crossing the Atlantic has given my career fresh momentum. ” st e Te i m on v a

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Group Human Resources Director Apave

Apave is committed to increasing the representation of women across all business lines, including those historically male-dominated, by highlighting inspiring career paths that showcase a wide range of opportunities.

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Gender balance and inclusion are essential: they are at the heart of our performance and our responsibility. Talent and skills have no gender. Our role is to create the conditions to attract and develop talent, and to allow everyone to reach their full potential. In engineering and expert professions that are still largely male-dominated, this requires a proactive, long-term policy supported at every level of the company. Our ambition is to show that these careers are exciting and accessible to everyone, everywhere in the Group. Diversity is a lever for performance and innovation: it enriches decision-making and improves results. This is how we make our activities both fairer and more effective.

Promoting gender balance in technical roles.

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Gender balance, a natural strength “ What drew me to Apave was the balance between office-based expertise and hands-on field intervention. You are never bored, and the ultimate goal—ensuring nuclear safety requirements are met—is fascinating. Through a structured onboarding process, tutoring, and practical cases mentored by my manager, I quickly gained the autonomy needed to oversee projects.

I now hope to inspire the next generation of women in technical roles. My advice to young women who are hesitating? Just go for it. We have the exact same skills as men to succeed in these roles. There is no reason to feel different or incapable. I am convinced that gender balance is a natural strength in the technical sector. ”

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OMET ¡TODOS COMPR

Oriane

Engineer, Nuclear Sector Lyon (France)

Changing perceptions “ I wanted to start my career in a role that combined fieldwork, research, and project management.

Joining the Apave Group was a great opportunity, especially given its international reach. In my daily role, I manage a versatile portfolio of technical inspections and projects within the nuclear sector. My job is to identify and clarify risks to better control them and guarantee safety and security. Aware that female representation is limited in field activities, I want to change perceptions from an early age.

I am proud that my journey can help other young women envision themselves in our professions and see that these opportunities are open to them. ”

Sexism “Together, let’s say NO to sexism” Launched in France in 2022 and expanded to Spain in 2024, this internal campaign raises awareness among all employees regarding the reality and impact of sexism in the workplace.

In 2025 : an educational guide was made available to help identify sexist situations, reiterate reporting procedures, and encourage appropriate behavior; training and awareness sessions supplemented these tools to permanently embed respect and equality into daily professional life.

PILLAR # 4 Committed to equality, inclusion, and the development of all our employees

Disability Supporting every employee with a disability Apave is strengthening its commitment to disability inclusion by establishing a network of Disability Coordinators to support employees throughout their careers.

A dedicated external point of contact provides confidential advice, support, and follow-up.

Practical tools have been introduced to reinforce this initiative: a self-diagnostic tool to help employees navigate the process of obtaining official disability status; an educational brochure, “Apave and Disability,” designed to inform and raise awareness across the Group.

Chez Apave, les différences ne comptent pas… elles se racontent !

Parce que 80 % des handicaps sont invisibles, Apave agit pour que chacun puisse exprimer pleinement son potentiel et ses compétences, au-delà des apparences. Écoute, adaptation et inclusion : ensemble, construisons un environnement professionnel où chaque différence devient une force.

Apave vise à permettre à tous ses collaborateurs de s’épanouir professionnellement en tenant compte de leur situation dans un collectif humain riche.

Apave est mobilisée pour sensibiliser autour du handicap au travail à travers des portraits de collaborateurs « Mon handicap j’en parle » et des initiatives externes pour accueillir des personnes en situation de handicap.

“

INTERVIEW

To feel legitimate in a suitable and secure work environment.

HOW WAS YOUR WORK ENVIRONMENT ADAPTED?

I joined Apave four years ago. Because my integration was so positive, I wanted to share my story. I have an invisible disability that requires specific routines to maintain my health and balance. As a result, I benefited from flexible working hours and specialised equipment, including an automatic car and an ergonomic seat.

THE BENEFITS OF DISCLOSING YOUR STATUS?

123

WHAT HAS THIS EXPERIENCE MEANT TO YOU? Because I was supported so well when I arrived, I decided to become a local Disability Coordinator at Apave to set an example and help other colleagues facing similar challenges. ave Testi m Ap Éric

Sales Representative Orléans Branch (France) Apave

2025 INTEGRATED REPORT

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While it isn't always easy, being open about your status can start a constructive dialogue. Once an employer is informed, they can better understand your needs and implement the necessary adjustments. Having your disability

and requirements officially recognised makes you feel empowered in your requests and fosters a safe, supportive work environment. There is no reason to feel ashamed of a disability.

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INTERVIEW

#disability

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I never felt “different” from my colleagues.

Jonathan

Electromechanical Inspector Albi Branch Apave

HOW WAS YOUR WORK ENVIRONMENT ADAPTED? I started this role five years ago, and my schedule is perfectly suited to my disability. Since my work is field-based, I was provided with custom safety shoes— essential since I need to replace my insoles every six months. This allows me to move more easily and perform my tasks effectively.

THE BENEFITS OF DISCLOSING YOUR STATUS? By being open about my disability from day one, I felt fully integrated into the team and never felt “different” from my colleagues. I am someone who loves being invested in my work and I don’t want to be treated differently. This support allows me to thrive in my role. Recognition ensures your health and safety needs are met, which contributes to overall well-being.

“

#disability

INTERVIEW

A job adapted to my disability and supportive environment.

HOW WAS YOUR WORK ENVIRONMENT ADAPTED? I shared my disability status as soon as I joined Apave 15 years ago, as I already held official Recognised Disabled Worker (Reconnaissance de la Qualité de Travailleur Handicapé) status. Being hard of hearing, this allowed me to upgrade to a more advanced hearing system, which has greatly improved my daily work life. In addition to the technical adjustments, my manager has been incredibly supportive and my colleagues very understanding.

impairment can seem like a complex or intimidating process, but it opens the door to significant benefits that make professional life much easier.

I encourage others not to hesitate— it is vital for your well-being.

THE BENEFITS OF DISCLOSING YOUR STATUS? By disclosing a disability, you can access various forms of assistance and specific workplace adjustments to help you secure or maintain your position. Given the high cost of my new equipment, I received excellent financial support for the microphone system, including the option to trial the equipment beforehand. Applying for official recognition of a hearing

Vanessa

Customer Service Advisor Caen Branch (France) Apave

PILLAR # 4 Committed to equality, inclusion, and the development of all our employees

#testimonials

an average of 22 training hours per employee, with nearly twothirds dedicated to safety and technical fields (electricity, pressure, lifting, etc.);

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Tes ti m o

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l

Key highlights for 2025 :

The rollout of innovative training programmes, including: a Generative AI e-learning module, available in six languages; over 210 Soft Skills modules, accessible to all; foreign language training open to all employees.

ia

Advancing careers, maintaining expertise, and developing both technical and soft skills—these are the core objectives Apave pursues through annual training plans managed by its internal Campus.

Ap

Skills Development Training for growth

These initiatives empower everyone to develop the skills needed to thrive in a constantly evolving technical environment, while fostering autonomy and versatility.

Solène

“

av

st e Te i m on

ia

l

Internal mobility is a key lever for enriching career paths—whether functional or geographical—with increasingly visible momentum across the Group. This approach relies on practical tools that allow employees to apply based on their aspirations and skills:

Ap

Internal mobility Enriching career paths Convinced that employee growth is a driver of performance, Apave encourages internal mobility to allow everyone to build their career within the Group. In 2025, the Group strengthened this policy to highlight professional trajectories and facilitate access to new opportunities.

At Apave, my career path has been built on agility.

Moving from data protection to leading a Business Unit in the United Arab Emirates, I was able to transform legal expertise into a strategic operational role.

an internal job board for all vacancies; structured application tracking. over 500 internal moves completed; one-third of positions filled internally.

BU Manager Apave UAE (with Apave since 2019)

I started as an electrical technician. Over the years, I developed specialised expertise in Radon and infrared thermography before becoming an Inspection Unit Manager.

Today, my appointment as Branch Manager allows me to lead 120 employees and put all my experience to work for our projects and our customers.

Franck

This policy is gradually expanding internationally, offering every employee concrete perspectives for growth and the chance to contribute fully to the Group's success.

Branch Manager Clermont-Ferrand (France) Apave (20 years with Apave)

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2025 INTEGRATED REPORT

FOCUS

“

st e Te i m on

l

COMMITTED TO WORKING ALONGSIDE OUR CUSTOMERS TO HELP THEM MAKE A SUCCESS OF THEIR OWN SUSTAINABLE TRANSITIONS

av

ia

5

Ap

At Apave, our core business lines contribute directly to the success of our customers' sustainability strategies. To structure and strengthen this contribution, the Group has developed a comprehensive range of “Green & Social” solutions, designed to support businesses and local authorities across every dimension of their transition.

Sustainability is now at the heart of every company’s strategy. Our role is to support our customers through their transitions by helping them structure and manage their sustainability roadmaps. Already working alongside them on a daily basis, our experts naturally extend this support through our Green & Social range, which builds upon our long-standing technical expertise.

Laurent KADOUR

Sales and Marketing Director Apave

PILLAR # 5 Committed to working alongside our customers to help them make a success of their own sustainable transitions

Green & Social A comprehensive, integrated offering Our Green & Social solutions cover several key fields of expertise:

Green & Social solutions represent:

Environmental preservation & biodiversity: diagnostics, monitoring, and recommendations to protect ecosystems and reduce project impacts.

25% of the Group's revenue,

K EY F I G U R E S

N & SOC I EE

AL

+10% in 2022-2023 +13% in 2023-2024 +16% in 2024-2025

GR

showing consistent growth

Energy performance: studies, audits, and support to optimise consumption and promote energy conservation in buildings and infrastructure.

Carbon footprint & decarbonisation roadmaps: through our subsidiary Aktio, Apave provides the necessary expertise and a dedicated digital tool to measure, manage, and reduce customer emissions.

Regulatory consulting & sustainability roadmaps: support in complying with standards and regulations (CSRD, sector-specific obligations, etc.).

Certification & verification: auditing sustainability reports, certification of companies with “Purpose-driven missions” (Société à mission), and more.

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2025 INTEGRATED REPORT

INTERVIEW

«

2025 confrms our ability to and to support our clients in HOW WOULD YOU SUMMARISE 2025 FOR THE APAVE GROUP? 2025 was a year of sustained growth and strategic consolidation. We grew as an organisation, strengthened our expertise, and made significant progress in turning our sustainability commitments into concrete actions. Beyond the figures presented throughout this report, 2025 confirmed our ability to anticipate change, move forward together, and help our customers secure the transitions of tomorrow.

WHAT ARE THE PRIORITIES FOR 2026–2030?

For the next five years, our horizon is clear: to establish Apave as a model of sustainable performance—future-oriented and committed to action. Our new strategic plan, AMPLIFY 2026–2030, places Sustainability as one of its five major pillars, confirming the importance of our ongoing development and transformation.

anticipate, to move forward together securing the transitions of tomorrow.

WHAT MESSAGE WOULD YOU LIKE TO SHARE FOR THE FUTURE?

Our 2026–2030 Sustainability strategy is structured around the “3Ps”: ● People: ensuring the safety of every employee everywhere, promoting equality and inclusion—particularly by encouraging women to pursue technical careers—and embodying impeccable ethics by acting with integrity and transparency every day. ● Planet: reducing the carbon footprint of our travel, ensuring our sites are efficient and sustainable, and working with our suppliers towards more responsible procurement. ● Partner: supporting our customers’ successful sustainable transitions through our Green & Social solutions—measuring and improving their ESG impact, training their employees, and auditing or certifying their sustainability reports.

The 2026–2030 period will be one of increased opportunity and responsibility.

We aim to move forward with a balance of economic performance and positive impact for our customers, our employees, and society. True to our Purpose (Raison d'Être), we will continue to secure transitions, staying close to our customers to meet the challenges of tomorrow and transforming our commitments into concrete, measurable, and shared actions.

The excellence, expertise, and pride of the Group’s 18,500 employees will allow us to turn this ambition into reality.

«

CAN YOU EXPLAIN THE ROLE OF THE 3 “Ps” IN THIS STRATEGY?

Emmanuelle BRUNET Group Strategy and Communications Director 129

2025 INTEGRATED REPORT

2025

Our

non-financial report

TOWARDS A VOLUNTARY AND EVOLVING SUSTAINABILITY REPORT

DRIVING STRATEGY THROUGH DOUBLE MATERIALITY ANALYSIS (DMA)

Although this report is no longer subject to the NFRD framework (DPEF – Article L225102-1), the Group has chosen to maintain voluntary non-financial reporting. For this financial year, Apave has retained its existing Key Performance Indicators and its standard reporting structure to ensure continuity in measuring its commitments and consistency with the objectives of the 2022–2025 strategic plan. This transition year prepares the Group for the publication of a voluntary sustainability report aligned with the CSRD directive and European standards (ESRS).

In preparation for this shift, the Group conducted its first Double Materiality Analysis in 2025. This voluntary initiative engaged a wide range of stakeholders—including employees, customers, and suppliers—to identify priority issues. This approach allows the Apave Group to prioritise its key challenges by cross-referencing the impact of its activities on its ecosystem with the influence of sustainability issues on its economic performance. This analysis now enables better risk management and helps seize opportunities related to social and environmental challenges. The results of this work are summarised in a double materiality matrix.

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2025 INTEGRATED REPORT

Impact materiality

Measures the positive and negative impacts our activities have on the environment and society

Non material

Material

topics

Double material

topics

topics

Our employees

Climate change

Our customers Cybersecurity

Suppliers Business conduct Pollution

Local communities

Biodiversity

Circular economy Artificial intelligence Water

Environment Social Governance Specific topics

Financial materiality The primary findings of this materiality assessment have identified six material topics for the Group and reinforce the relevance of its sustainability strategy. The resulting double materiality matrix highlights: ● Confirmation of fundamentals: issues related to climate change, our employees, customer relations, and business ethics (three of which are identified as “double material”) confirm the relevance of current strategic pillars. ● Emerging challenges: the analysis highlights the importance of two specific

Measures the risks and opportunities that sustainability issues present for the economic performance of our activities

issues: cybersecurity and artificial intelligence (one of which is double material).

While these topics are not yet subject to dedicated reporting this year, they are already integrated into strategic planning and will be fully addressed from the next financial year.

These priorities will henceforth guide both strategy and reporting, ensuring that the Group's actions remain aligned with the challenges of its environment.

PILLARS

MATERIAL KEY INDICATORS TOPICS

SUSTAINABLE DEVELOPMENT GOALS (SDG)

Committed to the health and safety of our employees

Our employees

Work-related accident frequency and severity rates

SDG 3 SDG 8

Committed to providing training on sustainable transitions to 100% of our employees and making them active players

Our employees

% of employees having completed the two mandatory modules: ‘Great Climate System’ and ‘Low-Carbon Transition’

SDG 4 SDG 8 SDG 13

Committed to decarbonising our activities

Climate Change

• Total GHG emissions (ktCO2e) • Reduction (in % vs 2022) in absolute GHG emissions (Scopes 1, 2, and 3)

SDG 7 SDG 13

• Carbon intensity, Scopes 1, 2, and 3 (tCO2e/€M Revenue) • Reduction (in % vs 2022) in carbon intensity, Scopes 1, 2, and 3 (tCO2e/ €M revenue)

SDG 7 SDG 13

• Electricity consumption (MWh / €M revenue) • Reduction (in % vs 2022) in electricity consumption (MWh / €M revenue)

SDG 7 SDG 13

Our employees

% of women in management positions

SDG 5

Number of training hours per employee

SDG 4 SDG 8

Business Conduct

• % deployment of ‘Ethics and anti-corruption’ training (subsidiaries) • % deployment of ‘Ethics and anti-corruption’ training (employees)

SDG 16

Our customers

• Apave ‘Green & Social’ revenue • Apave ‘Green & Social’ revenue growth

SDG 4 SDG 8 SDG 9 SDG 13

Committed to equality, inclusion, and the development of all our employees

Committed to working alongside our customers to help them make a success of their own sustainable transitions

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2025 INTEGRATED REPORT

2026 ACTION PLAN OZA Culture (Objective: Zero Accidents) ▶ Continuation and reinforcement of Management Safety Visits and safety briefings (toolbox talks).

Work-related accident frequency rate 2022

2023

2024

2025

2025 TARGET

2022 consolidation scope

5.12

5.18

3.92

4.42

<3

Annual consolidation scope

5.12

5.18

3.47

3.88

Work-related accident severity rate 2022

2023

2024

2025

2025 TARGET

2022 consolidation scope

0.18

0.25

0.25

0.24

< 0.15

Annual consolidation scope

0.18

0.25

0.22

0.21

COMMITTED TO THE HEALTH AND SAFETY OF OUR EMPLOYEES Safety is an absolute priority for Apave.

Whether travelling, working at client sites, or based at the company’s own premises, our employees apply the “Safety at Work” principles and practices defined by the Group. This framework helps to foster a rigorous safety culture based on an operational approach and a commitment to continuous improvement.

On a like-for-like basis, the Group Frequency Rate improved, decreasing from 5.12 to 4.42.

More active engagement around the Group’s

▶ Signature of the “Safety Commitments” charter by every manager, ensuring best practices are shared across their teams. ▶ Maintaining the “4 Safety Behaviours” framework, applicable across all global operations.

Onboarding and Mentoring ▶ Introduction of a specific Safety Induction and mentoring programme, focused on the actual risks faced by new hires.

“4 Safety Reflexes” has helped re-establish operational principles regarding vigilance and workplace safety standards. It is also worth noting the very strong mobilisation in recent years regarding the onboarding of new arrivals—whether through recruitment or the integration of employees from newly acquired entities—enabling the rapid adoption of correct safety habits.

The progression of this same indicator based on the Group’s annual scope highlights the accretive effect of the entities that joined the Group through external growth between 2022 and 2025.

▶ Ongoing mentoring initiatives to encourage the transfer and retention of sills across all generations within the company.

Road Risk: a top priority ▶ Implementation of specific support measures for the most exposed populations (France scope). ▶ An international awareness and engagement campaign held during Safety Month (April).

QHSE Steering and Management ▶ Expansion of the Integrated Management System (IMS) to steer and monitor QHSE (Quality, Health, Safety, and Environment) performance.

For further details on the Group’s commitments, please see p. 100 (of the Integrated Report).

COMMITTED TO PROVIDING TRAINING ON SUSTAINABLE TRANSITIONS TO 100% OF OUR EMPLOYEES AND MAKING THEM ACTIVE PLAYERS Understanding in order to act: this is the fundamental principle Apave has rolled out to its employees. This approach aims to foster a global awareness of sustainable transition challenges while identifying concrete levers for action to address them effectively.

Launched at the end of 2023, the two mandatory training modules on climate change have been completed by nearly 9,000 employees. Although the 100% target has not yet been reached, we view this result as very positive—particularly in France, where participation rates approached 80% (79.3% for the ASA/AEF/AICF divisions).

While the integration of new entities has impacted the overall participation rate, the underlying trend remains positive.

Employees appreciate the cross-functional perspective and the clarity of the training content. This is reflected in feedback such as: « it is very well produced; the content is clear and it provides a strong understanding of the challenges involved. »

% of employees having completed the two mandatory modules: ‘The Great Climate System’ and ‘Low-Carbon Transition’ (%) 2022 2023 2024 2025

2025 TARGET

2022 consolidation scope

Launch Q4 2023

13

58

61

100

Annual consolidation scope

Launch Q4 2023

13

52

56

2026 ACTION PLAN Given the positive feedback from a majority of employees, Apave has confirmed its commitment to continuing sustainability training through its dedicated school: Apave Climate School.

Consequently, a new module will be offered each year, designed to be completed during working hours, either individually or as a team. To ensure maximum accessibility in both content and format, the following updates have been implemented.

▶ Content focused on the practical application of sustainability within the business environment. ▶ Mandatory training integrated into the onboarding process as a foundational introduction to sustainability. ▶ Continuation of the communication plan. ▶ Reinforced management engagement to drive participation rates.

For further details on the Group’s commitments, please see p. 106 (of the Integrated Report).

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2025 INTEGRATED REPORT

COMMITTED TO DECARBONISING OUR ACTIVITIES Measure, manage, and act: Apave is concretely committed to reducing the carbon footprint associated with the Group’s activities. This commitment is demonstrated through the rigorous roll-out of a decarbonisation roadmap dedicated to mitigating the organisation’s environmental impact.

Since 2022, the Apave Group has conducted a comprehensive GHG assessment in compliance with the GHG Protocol, measuring Scopes 1, 2, and 3 across the following emission categories: � 1-1: Direct emissions from stationary combustion sources � 1-2: Direct emissions from mobile combustion sources

The methodology used for this GHG assessment is validated annually by an independent third party which, alongside audits and detailed testing, confirms the reliability and consistency of the results.

Each year, the Apave Group strengthens the reliability of its carbon assessment. By prioritising actual data over spend-based estimates, the Group ensures full transparency regarding the tangible impact of its actions.

This approach is supported by a governance framework updated annually according to the following principles. ▶ Scope: definition of relevant entities and appointment of Data Owners. ▶ Capacity building: raising awareness

among contributors regarding GHG Protocol requirements and collection methods. ▶ Collection & verification: retrieval, critical review, and consolidation of raw data. ▶ Analysis: Calculation of emissions by category and reporting back to entities to launch or continue action plans.

The 2025 GHG assessment is presented using two scopes: ▶ 2022 consolidation scope, which allows for the monitoring and measurement of ongoing efforts; ▶ annual consolidation scope, which reflects the sustained external growth momentum the Group has pursued since late 2020.

� 1-4: Direct fugitive emissions � 2-1: Indirect emissions from electricity consumption – Location-Based � 2-1: Indirect emissions from electricity consumption – Market-Based

Total GHG emissions ktCO2e and reduction (in % vs 2022) in absolute GHG emissions (Scopes 1, 2, and 3)

� 2-2: Indirect emissions from steam, heat, or cooling consumption

(ktCO2)

2022

2023

2024

2025

2025 TARGET

� 3-1: Purchased goods and services

2022 consolidation scope

84.0

79.6

76.6

77.1

< 79.8

-5%

-9 %

-8%

-5%

79.6

90.7

91.6

-5%

+8%

+9%

� 3-2: Capital goods � 3-3: Fuel- and energy-related emissions � 3-5: Waste generated in operations

Reduction (%) vs 2022 Annual consolidation scope

� 3-6: Business travel

(annual perimeter)

� 3-7: Employee commuting

Reduction (%) vs 2022

84.0

ANALYSIS OF THE 2022 CONSOLIDATION SCOPE On a like-for-like basis, CO2e emissions decreased by 8% between 2022 and 2025.

Although a negligible increase (less than 1%) was observed between 2024 and 2025, this remains marginal and falls within the margin of uncertainty related to emission factors and input data precision.

The reduction in emissions between 2022 and 2025 is driven by several factors: ▶ the decrease in our GHG emissions is based on a dual dynamic: a concrete reduction in our consumption and the continuous improvement of our calculation methodology; ▶ a major milestone has been reached in the accuracy of the assessment by prioritising physical data (kilometres, litres) over spend-based ratios. Indeed, the commitment of internal stakeholders has made it possible to reduce estimates: missing data, which represented 7% of revenue in 2024, was reduced to 0.4% in 2025.

Concurrently, more precise databases for energy were utilised, alongside a methodological change regarding refrigerants.

Previously, between 2022 and 2024, the calculation of GHG emissions for refrigerants was based on total purchases of these fluids. However, as these fluids are used in a closed-loop system, only leaks should be included in the emissions cal-

culation. This explains the significant drop in refrigerant-related emissions observed between 2024 and 2025.

Nevertheless, certain emission categories showed an increase between 2022 and 2025, primarily driven by the following: ▶ fuel consumption (Category 1-2): A 16% increase, correlated with the Group's strong organic growth over the period (approximately +20% in revenue); ▶ stationary combustion sources (Category 1-1): An increase mainly due to improved data completeness. The integration of new information sources, which were unavailable before 2025, now allows for more exhaustive reporting; ▶ purchased goods and services (Category 3-1): An increase of approximately 8% in CO2e emissions, resulting directly from the growth in business activities.

ANALYSIS OF THE ANNUAL CONSOLIDATION SCOPE An increase in CO2e emissions was observed over the 2022–2025 period. This is logically explained by the Group's external growth strategy: between 2022 and 2025, the acquisition of several dozen entities naturally led to a significant rise in emissions, estimated at 9%. This should be viewed in the context of the Group's overall growth of 47% during the same period.

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2025 INTEGRATED REPORT

Change (in % vs 2022) in carbon intensity (Scopes 1, 2, and 3) tCO2e/per €M revenue and per employee 2022 CONSOLIDATION SCOPE SCOPE 1+2+3 2022 2023

2024

2025

% 2025 vs 2022

CGAR*/yr

tCO2e/employee

6.6

6.2

5.8

5.7

-14%

-5%

tCO2e/€M revenue

83.0

72.6

66.5

63.8

-23%

-8%

SCOPE 1+2

2022

2023

2024

2025

% 2025 vs 2022

CGAR*/yr

tCO2e/per employee

2.2

2.3

2.2

2.2

-2%

0%

tCO2e/€M revenue

28.0

27.0

25.6

24.6

-12%

-4%

SCOPE 3

2022

2023

2024

2025

% 2025 vs 2022

CGAR*/yr

tCO2e/employee

4.4

3.9

3.6

3.5

-21%

-7%

tCO2e/€M revenue

55.0

45.6

40.9

39.2

-29%

-11%

*Compound Annual Growth Rate

To better evaluate the impact of GHG emissions relative to the Group's activities, an intensity-based analysis has been conducted.

This approach allows for the measurement of the impact of emissions across both organic and external growth.

ANALYSIS The intensity results (tCO2e per employee or tCO2e per €M revenue) allow for the monitoring of CO2e emission trends in relation to the significant organic growth the Group experienced over the 2022–2025 period.

Overall, a reduction in intensity per employee

and per unit of revenue was observed (decreasing by 14% and 23% respectively) across the entirety of Scopes 1, 2, and 3.

This demonstrates that the Group’s organic growth is decoupled from the increase in CO2e emissions, in contrast to the findings regarding gross emissions. Furthermore, this trend remains consistent when the intensities for Scopes 1+2 and Scope 3 are analysed separately.

On a like-for-like basis, the combined decrease in these two indicators confirms that business growth does not result in a proportional increase in emissions.

ANNUAL CONSOLIDATION SCOPE SCOPE 1+2+3 2022 2023

2024

2025

% 2025 vs 2022

CGAR*/yr

tCO2e/employee

6.6

6.2

6.0

5.7

-13%

-5%

tCO2e/€M revenue

83.0

72.6

67.2

61.6

-26%

-10%

SCOPE 1+2

2022

2023

2024

2025

% 2025 vs 2022

CGAR*/yr

tCO2e/employee

2.2

2.3

2.2

2.1

-6%

-2%

tCO2e/€M revenue

28.0

27.0

24.5

22.6

-19%

-7%

SCOPE 3

2022

2023

2024

2025

% 2025 vs 2022

CGAR*/yr

tCO2e/employee

4.4

3.9

3.8

3.6

-17%

-7%

tCO2e/€M revenue

55.0

45.6

42.6

39.1

-29%

-11%

ANALYSIS

*Compound Annual Growth Rate

The analysis of CO2e emission intensity, including the acquisitions made during the 2022–2025 period, also confirms a downward trend. Consequently, the acceleration of the Group’s external growth does not result in a rise in emissions; on the contrary, it is accompanied by a reduction in carbon intensity.

The data confirms a robust decarbonisation trajectory. Carbon intensity relative to revenue recorded a notable decrease of 26% between 2022 and 2025, while intensity per employee decreased by 13%.

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2025 INTEGRATED REPORT

COMPARISON: 2022 consolidation scope vs. annual consolidation scope INDICATOR 2022 ANNUAL VARIANCE / OBSERVATION CONSOLIDATION CONSOLIDATION SCOPE SCOPE (with acquisitions) Intensity per employee

5.7 tCO2e

5.7 tCO2e

Identical. The increase in the number of employees has not reduced the intensity.

Intensity per €M revenue

63.8 tCO2e

61.6 tCO2e

Stronger in actual terms (-3%).

The global scope is outperforming the historic scope alone.

Electricity consumption in MWh/€M revenue (MWh/€M revenue)

2022

2023

2024

2025

2025 TARGET

2022 consolidation scope

19.9

14.8

12.3

10.9

< 18.9 (-5%)

Annual consolidation scope

19.9

14.8

11.9

11.7

▶ Annual consolidation scope: the figures also show a decrease, falling from 19.9 to 11.7 (a reduction of approximately 41%).

The electricity consumption indicator is used to manage the effectiveness of the action plans implemented across the Group. It highlights the impact of both optimisation measures (real estate, behaviour) and the decarbonisation of the energy mix (photovoltaic panels), while demonstrating the increasing energy sobriety of our sites. A marked downward trend is visible across both rows of the table between 2022 and 2025:

2026 ACTION PLAN

▶ 2022 consolidation scope: the figures dropped from 19.9 to 10.9 (a decrease of approximately 45%). This positive trend demonstrates the effectiveness of the numerous actions led by our teams: a wide range of initiatives, the increasing buy-in from employees and management, and the significant mobilisation of the Real Estate and Procurement teams.

▶ Focus on the procurement stream and supplier engagement.

▶ Increase real-time monitoring of consumption to establish it as a daily operational indicator for Apave Group managers. ▶ Measure the impact of actions on the decarbonisation trajectory (particularly regarding the new fleet policy and electric vehicles).

▶ Prepare the SBTi (Science Based Targets initiative) trajectory for the Group.

Although results are taking longer to materialise, the commitment to change remains steadfast.

COMMITTED TO EQUALITY, INCLUSION, AND THE DEVELOPMENT OF ALL OUR EMPLOYEES To build a sustainable future, Apave relies on teams whose diversity and complementary expertise constitute a fundamental asset.

This collective strength is nurtured through continuous investment in training, ensuring the ongoing update of technical skills and supporting professional career paths in the face of tomorrow's challenges.

Diversity and Inclusion Convinced that gender balance is a lever for sustainable performance and human capital, the Group is acting with determination to increase the representation of women in its technical and management roles. We are intervening at every stage of the professional journey, from schools to internal promotion.

The Group is continuing its multi-year initiatives to increase the number of women in managerial positions, which has enabled the Group’s historic entities—particularly in France—to achieve their 2025 targets. For entities integrated more recently, which often come from sectors or geographies that are less advanced in terms of gender balance, action plans are currently being rolled out.

Apave is deploying an ambitious action plan to promote gender balance within its management. This commitment is supported by a professional equality agreement applicable in France, a targeted action plan in Spain (Plan de Igualdad), and focused awareness campaigns, particularly those combating sexism and discrimination. To durably transform its culture, the Group is taking proactive steps to enable women to access management positions, placing equity at the heart of its priorities: recruitment, promotion, training, and remuneration. Key actions in 2025 included: ▶ systematic implementation of gender-balanced shortlists for every promotion or recruitment of the Group’s key managers; ▶ training for recruitment stakeholders (recruiters and managers) on the importance of gender balance and the risks associated with cognitive bias; ▶ ensuring a balanced gender representation across all internal and external communication materials; ▶ detailed analysis and targeted salary adjustments for certain female employees within the France scope, allowing us to

% of women in management positions (%) 2022 2023

2024

2025

2025 TARGET

2022 consolidation scope

23.4

24.6

25.4

27.2

27

Annual consolidation scope

23.4

24.6

25.2

26.5

confidently prepare for the application of the Pay Transparency Directive.

In 2025, the percentage of female managers rose by one point to reach 26.5%.

Furthermore, Apave achieved a score of 94/100 on the 2025 Equality Index (Apave Economic and Social Unit - France), with improved results in pay gaps. ▶ Pay gap: 39/40 (up from 38/40 in 2024) ▶ Individual pay rise gap: 20/20 ▶ Promotion gap: 15/15 ▶ Percentage of employees receiving a pay rise upon return from maternity leave: 15/15 ▶ Number of employees of the under-represented sex among the 10 highest earners: 5/10 For further details on the Group’s commitments, please see p. 108 (of the Integrated Report).

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2025 INTEGRATED REPORT

2026 ACTION PLAN Under the new AMPLIFY strategic plan, the management of gender balance is evolving: the benchmark indicator will now focus on the proportion of women within the Group's total workforce. This approach aims to increase female representation across all teams to build a pipeline for the future gender balance of management. To maintain our momentum in increasing women in management—which remains a priority for Apave— the progress of our action plans will continue to be monitored with a clear commitment to promoting women into managerial roles.

The strategy is structured around several key pillars: ▶ continuation of the initiatives launched in 2025 to prepare future female managers; ▶ particular focus on remuneration in countries where the Pay Transparency Directive will be applicable; ▶ alignment of the gender balance policy with local and cultural contexts, as well as the sector-specific characteristics of each entity within the Group.

Skills Development Number of training hours per employee (hours) 2022

2023

2024

2025

2025 TARGET

2022 consolidation scope

27.5

26.8

21.7

24.1

> 20

Annual consolidation scope

27.5

26.8

23

22.2

Apave continuously invests in the expertise of its employees to guarantee their proficiency and support their career progression. Following the training peaks of 2022 and 2023 (driven by tool launches, management training, and the development of onboarding modules), training volume has stabilised. However, it remains slightly above the target of 20 hours per year per employee, encompassing both technical (represents approximately ⅔ of all training) and cross-functional training. Through its internal organisation, Campus, the Group deploys a comprehensive offering that combines technical expertise, safety, and soft skills (management, CSR, ethics). This educational approach is complemented by on-the-job learning, a culture of mobility, and continuous feedback. To harmonise this momentum, a common skills framework has been structured around four priorities.

2026 ACTION PLAN

▶ Boosting training efforts by increasing the average number of hours per employee.

▶ recurring technical training remains the priority for ensuring both technical and professional expertise;

▶ Promoting voluntary development beyond mandatory training alone. ▶ Encouraging international openness through foreign language learning. ▶ Strengthening soft skills and interpersonal qualities, which are essential to the excellence of our professions.

For further details on the Group’s commitments, please see p. 120 (of the Integrated Report).

Employee training remains a primary objective of the Group’s 2026–2030 strategic plan, directly supporting its ambition to “become a global leader in industrial and operational risk management, recognised for the excellence of its expertise.”

Expertise at Apave is multi-faceted: it encompasses the technical expertise of our 12,000 engineers and technicians, as well as managerial, financial, customer relations, and commercial expertise. The training programme is also evolving to better balance the development of both technical “knowhow” and interpersonal “soft skills.”

Consequently, for 2026, the objective is to build on the efforts of recent years according to the following principles:

▶ The integration of Artificial Intelligence— an increasingly important issue (as identified inthe double materiality matrix)—is a major focus to support the evolution of professional practices; ▶ increasing the proportion of soft skills within training pathways to complement the technical foundation.

Business ethics and anti-corruption The Group reports a highly positive outcome with a 100% rollout rate for ethics and anti-corruption training, covering all subsidiaries and employees within the 2022 consolidation scope.

This success is driven by the momentum of the “Safety 360°” campaign launched in 2025, as well as several other initiatives led this year. ▶ Systematic integration of the ethics and anti-corruption training module into the onboarding process for all Group subsidiaries, available in multiple languages. ▶ Standardisation of the integration process for companies joined through external growth (including the appointment of a Director of Integrations) to ensure compliance with mandatory training. ▶ Rollout of an “Ethics and Anti-corruption” quiz to all employees. ▶ Improved reliability of workforce data, following an extensive census conducted across new entities and the Apave International division.

Employee buy-in is evidenced by a satisfaction score of 8.2/10, reflecting the high quality of the content.

For many years, the Apave Group has deployed a proactive global anti-corruption strategy. Its compliance programme is strictly aligned with the requirements of the Sapin II law and applies to all subsidiaries due to its extraterritorial reach. This framework is based on public documentation, accessible

% deployment of ‘Ethics and anti-corruption’ training (subsidiaries) (%) 2022 2023 2024 2025

2025 TARGET

2022 consolidation scope

77

80

86

100

100

Annual consolidation scope

77

80

90

98

% deployment of ‘Ethics and anti-corruption’ training (employees) (%) 2022 2023 2024 2025

2025 TARGET

2022 consolidation scope

88

91

93

100

90

Annual consolidation scope

88

91

90

100

to all third parties via the Group website, including: ▶ a Code of Ethics defining our core values; ▶ an Anti-corruption Code detailing our rules of conduct; ▶ a Whistleblowing Procedure ensuring the protection of whistleblowers. To guarantee efficiency and transparency; ▶ the entire programme is subject to an annual audit by an Independent ThirdParty Body (ITPB).

In 2025, 5 audits and 32 investigations were conducted. For further details regarding the Group’s anti-corruption commitments, please refer to the “Vigilance Plan” section.

For further details on the Group’s commitments, please see p. 126 (of the Integrated Report).

2026 ACTION PLAN For 2026, the objective is to consolidate the excellent results achieved to date and to harmonise practices across the entire Group. ▶ Continued integration of new entities to ensure the application of ethical standards throughout the entire scope. ▶ Finalisation of the multilingual rollout of the onboarding process to cover 100% of employees, regardless of their geographical location. ▶ Redesign of the “Ethics and Anticorruption” training module to provide updated, dynamic content that aligns with current challenges. ▶ Rollout of specific codes of conduct and training for Apave North America, tailored to local business and HR requirements.

143

2025 INTEGRATED REPORT

COMMITTED TO WORKING ALONGSIDE OUR CUSTOMERS TO HELP THEM MAKE A SUCCESS OF THEIR OWN SUSTAINABLE TRANSITIONS In response to the accelerating challenges of the ecological, climate, energy, and digital transitions, new risks are emerging that demand rigorous identification, prevention, and management. The Apave Green&Social range of services embodies this ambition.

Apave is continually strengthening its expertise and know-how in key areas such as the environment, occupational health and safety, climate and decarbonisation, as well as specific topics like sustainability reporting (CSRD).

Green & Social (€M) Green&Social revenue (annual consolidation scope)

2022

2023

2024

2025

2025 TARGET

228

303

434

505

Growth equal to or greater than the Group’s organic growth (achieved).

RESULTS FOR ALL SOCIAL AND ENVIRONMENTAL INDICATORS INDICATORS SCOPE

2022 RESULTS

2025 RESULTS 2025 RESULTS (2022 consolidation (2025 consolidation scope) scope)

Committed to the health and safety of our employees Accident Frequency Rate Group 5.12 4.42 3.88 Accident Severity Rate Group 0.18 0.24 0.21 Safety training hours per employee Group 5.71 5.72 5.06 Number of ISO 45001 certified Apave sites Group 133 125 143 Committed to providing training on sustainable transitions to 100% of our employees and making them active players % of employees having completed the two mandatory modules: Group Rollout: Q4 61% 56% “The Great Climate Systems” and “Low-Carbon Transition” 2023 479 412 412 Number of people trained in Responsible Driving during the year Apave SA, Apave Exploitation France, and Apave Infrastructures et Construction France Divisions

Total GHG emissions (ktCO2e) Reduction (in % vs 2022) in absolute GHG emissions (Scopes 1, 2, and 3) Carbon intensity (Scopes 1, 2, and 3) in tCO2e / €M revenue Change (in % vs 2022) in carbon intensity (Scopes 1, 2, and 3) in tCO2e / €M revenue Electricity consumption in MWh / €M revenue Reduction (in % vs 2022)in electricity consumption in MWh/€M revenue Total Scope 1 GHG emissions (ktCO2e) Total Scope 2 GHG emissions (ktCO2e) Total Scope 3 GHG emissions (ktCO2e) Carbon intensity, Scopes 1 & 2 (tCO2e / €M revenue) Carbon intensity, Scope 3 (tCO2e / €M revenue) Carbon intensity, Scopes 1, 2, and 3 (tCO2e / employee) Gas consumption / revenue (MWh/€M) Fuel consumption / revenue (litres/€k) Low-emission vehicles (Crit’Air 0 or 1 categories) EcoVadis supplier ratings (Gold or Platinum within Top 123)

Committed to decarbonising our activities 77.1 91.6 -8% 9% 63.8 61.6 -23% -26%

Group Group Group Group

84.0

Group Group

19.9

10.9 -45%

11.7 -41%

Group Group Group Group Group Group Group Group France France

25.2 3.2 55.6 28.0 55.0 6.6 6.2 9.1 10% 22%

28.6 1.2 47.3 24.6 39.2 5.7 5.3 9.4 83% 54%

31.0 2.6 58.0 22.6 39.1 5.7 4.6 8.2 83% 54%

83

145

2025 INTEGRATED REPORT

RESULTS FOR ALL SOCIAL AND ENVIRONMENTAL INDICATORS INDICATORS SCOPE

Average number of training hours per employee (hrs/employee) % of women in management positions % of deployment of “Ethics and anti-corruption” training (subsidiaries) % of deployment of “Ethics and anti-corruption” training (employees) % of employees having completed the “Ethics and anti-corruption” training “SpeakUp” engagement rate Gender Equality Index Proportion of women on the Executive Committee Proportion of women on the Group Board of Directors % of employees with disabilities Workforce breakdown by seniority (% <6 years) Workforce breakdown by seniority (% 6-15 years) Workforce breakdown by seniority (% >15 years) Workforce breakdown by age (% <35 years) Workforce breakdown by age (% 35-55 years) Workforce breakdown by age (% >55 years) Workforce by gender (% female) Percentage of permanent contracts Average gross annual salary (€) Absence rate Employee turnover Number of Health, Safety & Working Conditions Committee meetings Number of meetings with Employee Representative Bodies

2022 RESULTS

2025 RESULTS 2025 RESULTS (2022 consolidation (2025 consolidation scope) scope)

Committed to gender equality and the development of all our employees Group 27.5 24.1 22.2 Group 23.4% 27.2% 26.5% Group 77% 100% 98% Group

88%

100%

100%

Group

n/d

87%

81%

Group

50 %

n/a

(biennial campaign)

(biennial campaign)

ESU Group Group Europe Group Group Group Group Group Group Group Group France Group Group ESU ESU

93 30.0% 31.3% 2.6% 52.9% 22.6% 24.6% 31.4% 54.1% 14.5% 26.7% 87.7% 40'338 2.04% 25% 35 200

94 27.3% 33.3% 3.1% 53.5% 22.7% 23.8% 29.5% 54.1% 16.4% 27.8% 90.6% 43'314 0.55% 12.5% 13 201

94 27.3% 33.3% 3.0% 55.5% 22.8% 21.7% 30.7% 53.6% 15.7% 26.8% 90.6% 42'611 0.47% 14.0% 13 201

n/a

n/d : not defined n/a : not applicable ESU: Economic and Social Unit

RESULTS FOR ALL SOCIAL AND ENVIRONMENTAL INDICATORS INDICATORS SCOPE

2022 RESULTS

2025 RESULTS 2025 RESULTS (2022 consolidation (2025 consolidation scope) scope)

Collective agreements signed ESU 11 7 7 List of collective agreements signed in 2025: ▶ Work-Life Balance Agreement within Apave ESU ▶ Time Savings Account Agreement (Compte Épargne Temps) within Apave ESU ▶ Professional Gender Equality and Anti-Discrimination Agreement within Apave ESU ▶ Amendment No. 1 extending the Agreement on the Management of Jobs, Professional Career Paths, and Gender Diversity in the Workplace ▶ Amendment No. 1 to the Profit-Sharing Agreement within the Apave Economic Interest Group (ESU) 2023-2025 ▶ Cost of Living Allowance Agreement (French Overseas Territories) within Apave ESU ▶ Carer Support Agreement (Proches Aidants) within Apave ESU Number of apprentices for the year France 377 536 544 Training revenue (€k) Group 156,800 183,323 220,623 Number of employees trained in Fraud Risk (since 2021) France 2,456 6,425 6,433 Number of students trained via the Apave Apprentice Training Group 1,805 1,824 1,824 Centre (Camas) % of employees who received at least one training session during ESU 82.9% 88.1% 88.1% the year Training expenditure as a % of total payroll France 4.38% 1.37% 1.37% Committed to supporting our clients in achieving their sustainable transitions Apave “Green&Social” revenue (€M) Group 228 n/d 505 Annual organic growth of Apave “Green&Social” revenue Group n/d +9% Growth in “Green&Social” revenue Group n/d +16% Number of new certification labels launched Group 3 4 4 Number of Group-certified organisations Group 278 3,377 3,377 Number of trainees trained Group 415,000 501,178 652,178 Apave Certification revenue (€k) Group 3,735 4,766 4,766

147

2025 INTEGRATED REPORT

Appendices Appendix #1 � Methodological note on non-financial reporting P. 150 Appendix #2 � The European green taxonomy P. 151 Appendix #3 � Due Diligence Plan P. 159 Appendix #4 � Report from the independent third party P. 167

149

2025 INTEGRATED REPORT

Appendix#1 / METHODOLOGICAL NOTE ON NON-FINANCIAL REPORTING

The Apave Group’s non-financial report presents data for the 2025 calendar year.

The scope of the Key Performance Indicators is aligned with the Apave Group’s financial consolidation scope.

Excluded from this scope are acquisitions made within the last 18 months (for illustration, the Apave North America division is not consolidated in 2025), disposals, and real estate investment companies (Sociétés Civiles Immobilières). The consolidation scope for supplementary social and environmental indicators is also specified on a case-by-case basis.

Data collection for the non-financial report relies on multiple sources, including integrated information systems as well as monitoring statements and consolidated reports.

Data collection was complete for 99% of the relevant entities, representing 98% of the total workforce.

The data consolidated in this report is subject to an internal control process in addition to external verification by an Independent Third-Party Body (ITPB). This process includes: ▶ defining calculation methods for each indicator; ▶ identifying data sources; ▶ data governance based on “Data Owners” and clearly established collection and consolidation processes; ▶ consistency checks of the data collected and, where applicable, between different indicators; ▶ verification of documentary evidence (contracts, audits, certifications, financial reports).

The double materiality analysis, calculation methods, scope determination, and data collection processes are detailed in the methodological documents: “2025 Apave Group Double Materiality Methodological Note” and “2025 Non-Financial Report KPI Methodology” available upon request from the Group Sustainability Department.

The corporate departments involved in the report are as follows: � Strategy Department � Sustainability Department � Human Resources Department � QHSE Department (Quality, Health, Safety & Environment) � Compliance Department � Procurement Department � Real Estate Department � General Secretariat � Technical Department � Finance Department � Legal Department � Communications Department

Appendix#2 / THE EUROPEAN GREEN TAXONOMY

CONTEXT In accordance with the legal framework, and specifically the “Stop the Clock” Directive published in the OJEU on 16/04/2025 and transposed into French law (the “DDADUE law”) on 30/04/2025—which postponed the entry into force of the CSRD—Apave is not currently subject to mandatory reporting under the CSRD or the Taxonomy Regulation (EU Regulation 2020/852).

The Taxonomy information presented below is published on a voluntary basis. It follows, as far as possible, the methodology defined by Commission Delegated Regulation (EU) 2021/2178, as amended by Delegated Regulation (EU) 2026/73 of 8 January 2026, and the technical screening criteria specified by Delegated Regulations (EU) 2021/2139 and 2023/2486.

The Taxonomy Regulation establishes a harmonised classification framework across the European Union, aimed at identifying economic activities qualified as sustainable.

This classification is based on six environmental objectives defined in Article 9 of the text, namely: ▶ climate change mitigation; ▶ climate change adaptation; ▶ sustainable use and protection of water and marine resources; ▶ transition to a circular economy; ▶ pollution prevention and control; ▶ the protection and restoration of biodiversity and ecosystems.

Article 8 of the Regulation mandates the inclusion of this information in the management report, specifying the proportion of revenue, capital expenditure (CapEx), and operating expenditure (OpEx) associated with eligible and aligned activities.

The assessment of eligible activities is based on the analysis of the annexes to the delegated acts of the Regulation, as well as on the recommendations of the TIC Council, the international association representing the Testing, Inspection and Certification (TIC) sector.

REPORTING SCOPE In continuation of the 2024 reporting exercise, and to ensure full data comparability, the scope of Apave’s Taxonomy reporting remains focused on the entities with the most mature data reporting processes: � Apave SA � Apave Exploitation France � Apave Infrastructures et Construction France � CERTIFER � The four real estate entities: Apave Parisienne SAS, Apave Nord-Ouest SAS, Apave Alsacienne SAS et Apave SudEurope SAS The coverage rate of Apave’s Taxonomy disclosure represents 64% of revenue and 52% of CapEx, based on the 2025 consolidated non-financial reporting scope.

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2025 INTEGRATED REPORT

Level 1 TIC services mentioned in the Delegated Acts Level 1a: explicitly mentioned services > Audits related to the energy performance of buildings (9.3) > Inspection of railway transport infrastructure buildings (6.14) Level 1b: services associated with eligible activities, through technical consulting or testing and technical analysis services

EA

EA

IBL

BL

IB

IG

GI

EL

N

N-

O

N

N

O

U T O RY A N D N O N

IG

LI

RIB

L -E

-E

NT

I T I ES

CT

TI

AC LE

CO

4

CTIV

VIT

IT

TI

V

E L I G I B L E AC

Level 2

Level

3

I ES

2

IES

1

Level

I ES

Level

IVIT

Level

ELIGIBILITY OF ACTIVITIES According to the guide provided by the TIC Council—the international industry federation for the TIC sector—services are classified into four eligibility levels under the EU Taxonomy Delegated Acts. ↳ Level 1: TIC services mentioned in the Delegated Acts, and therefore Taxonomy-eligible. ↳ Level 2: TIC services associated with enabling activities but not explicitly mentioned in the Delegated Acts, and therefore not Taxonomy-eligible.

TIC services associated with enabling activities but not explicitly mentioned in the Delegated Acts

Level 3 TIC services not mentioned in the Delegated Acts despite their contribution to EU environmental objectives

Level 4 TIC services that do not contribute to EU environmental objectives

↳ Level 3: TIC services not mentioned in the Delegated Acts despite their contribution to EU environmental objectives, and therefore not Taxonomy-eligible. ↳ Level 4 : Services that do not contribute to EU environmental objectives, and therefore not Taxonomy-eligible.

Only Level 1 activities—which are material for Apave and explicitly mentioned in the Delegated Acts—are taken into account. (See table opposite).

LEVEL 1 ACTIVITY CATEGORIES ECONOMIC ECONOMIC ACTIVITY ACTIVITY REF.

DESCRIPTION OF APAVE ACTIVITY

CCA 6.14

Infrastructure for rail transport

Technical inspections, safety inspections, component testing, and asset management specific to electric rail infrastructure.

CCM 7.2

Renovation of existing buildings

Compliance and safety inspections for energy renovation projects aimed at achieving at least 30% energy savings.

CCM 7.3

Installation, maintenance and repair of energy efficiency equipment

Inspection and verification of the performance of heating, ventilation, lighting, and insulation systems during installation or maintenance.

CCM 7.4

Installation, maintenance and repair of charging stations for electric vehicles in buildings (and parking spaces attached to buildings)

Compliance verification of electric vehicle charging installations and regulatory commissioning inspections.

CCM 7.6

Installation, maintenance and repair of renewable energy technologies

Technical assistance and safety inspections for photovoltaic, wind turbine, or heat pump installations integrated into buildings.

CCM 9.3

Professional services related to energy performance of buildings

Energy Performance Certificates (EPCs), regulatory energy audits, and real estate decarbonisation strategy consulting.

CCA: Climate change adaptation CCM: Climate change mitigation

Although certain activities performed by third-party inspection bodies support environmental objectives, they are considered non-eligible for 2025 reporting under current EU Taxonomy Regulations.

153

2025 INTEGRATED REPORT

ACTIVITY ALIGNMENT

2025 REPORTING METHODOLOGY

In accordance with Article 3 of Regulation (EU) 2020/852, an economic activity is classified as environmentally sustainable (aligned) when it meets the following cumulative criteria: ▶ SC (Substantial Contribution): it contributes significantly to one or more of the six environmental objectives (pursuant to Articles 10 to 16), in compliance with the technical screening criteria defined by the Commission.

Taxonomy reporting is spearheaded by the Sustainability Department, supported by the Finance Real Estate, and Technical Departments, and validated by the Sustainability Steering Committee (SteerCo). This cross-functional collaboration enables the annual updating of methodologies, the refinement of data collection procedures, and the management of the phased expansion of the reporting scope as part of a continuous improvement approach.

The reporting criteria used for this period are as follows:

▶ DNSH (Do No Significant Harm): it does not significantly harm any of the other environmental objectives, in accordance with Article 17. ▶ Minimum Safeguards: it is carried out in compliance with the minimum safeguards provided for in Article 18 (OECD, UN, and ILO principles regarding human and labour rights).

● financial indicator scope. The report details the proportion of revenue, capital expenditure (CapEx), and operating expenditure (OpEx) associated with Taxonomy-eligible and Taxonomy-aligned activities; ● prevention of double counting. When an activity simultaneously meets the criteria for both Climate Change Mitigation (CCM) and Climate Change

EU GREEN TAXONOMY: 2025 RESULTS Financial Year 2025 KPI Total Proportion Taxonomy Proportion Climate Climate Water Circular Pollution Biodi(€M) of aligned of change change economy versity Taxonomy activities Taxonomy mitiga- adaptaeligible (€M) aligned tion tion activities activities

Not Taxonomy Proportion assessed aligned of Taxonomy activities activities in aligned considered previous activities in nonfinancial previous material year (N-1) financial (€M) year (N-1)

Revenue

947.9

8.4%

77.5

8.2%

2.3%

5.9%

0%

0%

0%

0%

0%

n/d

n/d

CapEx

31.3

1.6%

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

100 %

n/d

n/d

OpEx

44,9

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

n/a

100 %

n/d

n/d

n/a : not applicable, n/d : non defined

Adaptation (CCA), it is prioritised under the Mitigation objective. This rule ensures the uniqueness of the sustainable share calculation; ● eligibility thresholds. In accordance with the sectoral approach, the eligibility analysis is performed based on Level 1 (L1) activity categories; ● substantial Contribution (SC) Alignment: ○ substantial contribution criteria for the activities with which the TIC service is associated apply directly to the TIC activities, ○ validating substantial contribution criteria requires specific technical data held by a large number of clients. The complexity of this data collection limits the ability to justify alignment for all assignments.

Consequently, as a precautionary measure, only activities that do not present additional substantial contribution criteria (or where compliance is intrinsic to the service) are recorded as aligned in this report. ● Do No Significant Harm (DNSH). In accordance with Article 17 of the Taxonomy Regulation, the Group ensures that eligible activities do not significantly harm any of the other environmental objectives: ○ pursuant to European Commission guidance (FAQs of 19 December 2022), DNSH requirements are applied only when they are directly relevant to the nature of the control and inspection services provided, ○ the Group applies the Appendix A criteria relating to climate change adaptation across all reported activities, ○ No activity is considered aligned if it breaches the performance thresholds defined for the five other environmental objectives.

respect for fundamental rights across all its subsidiaries and its value chain. This approach is based on the Vigilance Plan and internal policies regarding working conditions and personal protection (refer to the dedicated sections of this report). ○ Ethics and Anti-corruption: business integrity is governed by a Code of Ethics and an Anti-corruption Code. These are supplemented by a Whistleblowing Procedure allowing for the reporting of any breaches of conduct. ○ Tax Ethics and Fair Practices: the Group is committed to complying with the tax regulations in force in all countries where it operates and promoting healthy and fair competition in its markets. ○ International Frameworks: activities are carried out in consistency with the OECD Guidelines for Multinational Entreprises, the UN Guiding Principles on Business and Human Rights, and the fundamental conventions of the International Labour Organization (ILO). ○ As of the 2025 financial year-end, the Group has not been subject to any major convictions that would call into question its compliance with these minimum safeguards.

As a reminder, the scope of Apave’s Green Taxonomy reporting includes the Group’s three main French entities (Apave SA, Apave Exploitation France, and Apave Infrastructure et Construction France/AICF), the four real estate entities, and the CERTIFER division.

In contrast to international IFRS standards, the total revenue used to calculate Taxonomy indicators is established in accordance with French accounting standards (French GAAP).

● minimum safeguards. Pursuant to Article 18 of the Taxonomy Regulation, the Group ensures that its activities are conducted in compliance with international standards.

This compliance is based on four fundamental pillars. ○ Human Rights and Due Diligence: the Group ensures 155

2025 INTEGRATED REPORT

REVENUE Total revenue is extracted from the Group’s management system, ensuring the traceability of all reported figures. To determine the precise revenue for each Taxonomy-eligible service, data is extracted from the internal billing systems of certain entities.

The eligibility of each service is assessed by the Technical and Sustainability Departments based on the nature of the service, the client's sector of activity, and the specific asset involved.

The eligibility and alignment criteria applied are those defined in the industry guidelines (TIC Council Taxonomy Guidelines, 03/07/2023).

SHARE OF TOTAL REVENUE - 2025 FINANCIAL YEAR (ELIGIBIL Reported KPI (revenue/CapEx/OpEx) / Fiscal Year N

SHARE OF TOTAL REVENUE: ELIGIBILITY AND ALIGNMENT - 2025 FINANCIAL YEAR 2025 % 2024 % AMOUNT AMOUNT (€M) (€M)

ECONOMIC ACTIVITIES

CODE

Infrastructure for rail transport

CCA 6.14

TOTAL revenue

947.9

100%

875.1

100%

Installation,maintenance and repair of energy efficiency equipment

CCM 7.3

TOTAL Taxonomyeligible revenue

79.3

8.4%

75.0

8.6%

Installation, maintenance and repair of charging stations for electric vehicles in buildings (and parking spaces attached to buildings)

CCM 7.4

TOTAL Taxonomyaligned revenue

77.5

8.2%

n/d

n/d

Installation, maintenance and repair of renewable energy technologies

CCM 7.6

Professional services related to energy performance of buildings

CCM 9.3

n/d : non determined

Total of alignments by objective Total revenue

LITY & ALIGNMENT BY ACTIVITY) 2025 Revenue Taxonomy Taxonomy eligible aligned aligned Revenue (%) Revenue (€M)

Taxonomy aligned Revenue (%)

Climate change mitigation

Climate Water Circular change economy adaptation

Proportion of Taxonomy in Pollution Biodiversity aligned Taxonomy eligible

5.9 %

55.8

5.9 %

0%

5.9 %

0%

0%

0%

0%

100 %

0.4 %

3.7

0.4 %

0.4 %

0%

0%

0%

0%

0%

95.1 %

0.1 %

0

0%

0%

0%

0%

0%

0%

0%

0%

0.6 %

4.7 %

0.5 %

0.5 %

0%

0%

0%

0%

0%

90.6 %

1.4 %

13.2

1.4 %

1.4 %

0%

0%

0%

0%

0%

100 %

2.3 %

5.9 %

0%

0%

0%

0%

2.3 %

5.9 %

0%

0%

0%

0%

8.4 %

Environmental objective of Taxonomy aligned activities

947.9

8.2 %

157

2025 INTEGRATED REPORT

97.7 %

CapEx

OpEx

Total CapEx is defined as 2025 additions to tangible and intangible fixed assets.

Investments made to comply with the “Décret Tertiaire” (Tertiary Decree related to energy efficiency in buildings), as well as those related to low-carbon mobility and renewable energy, are classified as capital expenditure (CapEx) and are Taxonomy-eligible.

Breakdown of CapEx CapEx 7.2 Renovation of existing buildings (Tertiary Decree)

2025 AMOUNT % (€M)

2024 AMOUNT % (€M)

0.1

0.2%

7.3 Installation, maintenance and repair of energy efficiency equipment (Tertiary Decree)

0.1

0.2%

7.4 Installation, maintenance and repair of charging stations for electric vehicles in buildings (and parking spaces attached to buildings) (Soft mobility)

0.4

Total eligible CapEx

0.5

1.6%

1.2

3.2%

Tangible fixed assets

3.4

10.8%

10.6

28.9%

Intangible fixed assets

27.9

89.2%

25.9

71.1%

Total CapEx

31.3

100%

36.5

100%

1.2%

The definition of operating expenditure (OpEx) under the EU Taxonomy is strictly limited by the regulatory framework (Annex I, section 1.1.3.1 of Delegated Regulation (EU) 2021/2178). It does not cover all accounting operating expenses but is restricted to non-capitalised direct costs related to Research and Development (R&D), asset repair and maintenance, and short-term lease contracts.

For the 2025 financial year, the Group conducted an analysis of its operating expenditure based on this scope. The main items identified relate to: ▶ asset maintenance;

0.1

0.3%

0.9

2.5%

▶ lease contracts excluded from IFRS 16 (in accordance with the French GAAP framework applied by the Group in 2025).

0.5%

Breakdown of OpEx OpEx 2025 AMOUNT (€M)

0.2

As the CapEx eligibility share is below the 10% threshold set by Regulation (EU) 2026/73, the Apave Group has applied the exemption provided for in Article 2 (paragraph 2) and is therefore exempt from performing an alignment assessment for these economic activities.

2024 AMOUNT (€M)

Asset maintenance

23.2

Lease contracts

21.7

15.6

Total OpEx

44.9

32.7

17.0

At the end of this reporting period, operating expenditure (OpEx) meeting the Taxonomy definition amounted to €45 million for the 2025 financial year. These expenses represent 4.6% of the Group’s total operating costs (€963 million) and are considered non-material in relation to Apave’s business model.

Consequently, the Group is not required to calculate the eligible and aligned proportions for this indicator.

This expenditure will not be reported, in accordance with Section 1.1.3.2 of Annex I of Delegated Regulation (EU) 2021/2178.

Appendix#3 / DUE DILIGENCE PLAN

This chapter of the report aims to meet the requirements of French Law No. 2017-399 of 27 March 2017 on the duty of care of parent companies and contracting entities with regard to the identification of risks and the prevention of serious infringements of human rights and fundamental freedoms, the health and safety of persons, and the environment, resulting from their activities, those of their subsidiaries, and those of subcontractors or suppliers with whom they have an established commercial relationship.

❶ The Group’s Due Diligence Committee A due diligence committee was established for the Group in January 2020.

It comprises the Secretary General, members of the Group Audit and Compliance Committee, the Head of Internal Control, the Head of Sustainable Development and the Head of QSSE. The committee’s remit was defined by the Group’s Executive Management following consultation with the Board of Directors. Namely: ▶ to draw up the Apave Group’s vigilance plan; ▶ disseminate the vigilance plan to the Apave Group’s stakeholders; ▶ monitor the implementation of risk mitigation and prevention measures;

It reports annually on its activities to the Board of Directors.

❷ The Group’s vigilance plan The Apave Group’s vigilance plan is based on its commitments regarding the protection of people (health and safety) and human rights, and the preservation of the environment.

These commitments have been extended to all employees as well as to third parties who interact with the Group’s entities through: ▶ this integrated report; ▶ the Health, Safety and Environment Policy and the Group HSE Manual; ▶ the Code of Ethics;

▶ adapt the vigilance plan to new risks that the Group’s entities may face;

▶ the Anti-Corruption Code;

▶ through its members, to ensure continuous monitoring and appropriate action in the event of a specific risk situation.

▶ the Personal Data Protection Policy;

This committee reports to the Group Chief Executive Officer.

▶ the Security Management Manual; ▶ the procedure for reporting concerns; ▶ the Responsible Procurement Charter; ▶ the Sustainable Development Strategy.

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2025 INTEGRATED REPORT

The scope of this vigilance plan is the same as that of the non-financial report.

The vigilance plan comprises the following five measures: 1.

A risk mapping exercise designed to identify, analyse and prioritise risks;

2. Procedures for regularly assessing the situation of subsidiaries, subcontractors or suppliers with whom an established commercial relationship is maintained, in light of the risk mapping; 3. Appropriate measures to mitigate risks or prevent serious breaches; 4. An alert mechanism and system for collecting reports relating to the existence or materialisation of risks; 5. A system for monitoring the measures implemented and assessing their effectiveness.

2.1 Risk mapping ↴ The risk mapping covered by the duty of care is based on: ↳ ethical and anti-corruption risk mapping; ↳ Apave’s major risk mapping; ↳ the ESG risk mapping updated with the double materiality analysis; ↳ personal data protection mapping; ↳ mapping of countries at risk in terms of security; ↳ internal audits (Health, safety, processes, ethics, security, GDPR, Quality, etc.); ↳ ethical reporting; ↳ feedback from the implementation over several years of the Group’s various policies, codes and manuals; ↳ external assessments.

Risks were identified using an approach covering three themes.

● The environmental impacts of Apave’s activities; for the Group, these include: ↳ greenhouse gas (GHG) emissions, see the non-financial report; ↳ energy consumption: see the non-financial report, see the non-financial report; ↳ specific forms of pollution: the storage of radioactive sources poses a risk of accidental pollution in the event of loss, misuse or theft, as well as the collection and treatment of hazardous waste; this also concerns risks associated with soil analysis activities. ● Health and safety ↳ Safety: see the non-financial report. ↳ Health: ergonomics, psychosocial risks, etc. ↳ Working conditions: these are localised risks where Apave employees may be faced with difficult working and travel conditions (extreme temperatures, accommodation, etc.)

● Human rights ↳ Data protection: information systems are sometimes vulnerable in certain countries against a backdrop of increasing cyber threats; vocational training is a sector that handles personal data. ↳ Security: Apave’s operational areas are sometimes located in high-risk territories. ↳ Discrimination, violation of dignity: in some territories, discrimination can take the form of sexism, homophobia, racism, etc.; this also covers issues of harassment.

These are assessed according to their frequency, severity and level of control, which has enabled them to be classified into four levels: •

Green: minor

•

Yellow: moderately critical, or controlled

•

Orange: very critical

•

Red: major (risk requiring an action plan)

The results of this analysis are summarised in the table on page 162.

↳ Freedom of association and expression: some regimes severely restrict trade union freedom or employees’ freedom of expression. ↳ Freedom of movement: in certain areas, some people are sometimes restricted in their movements. ↳ Use of suppliers and subcontractors who may not respect human rights in the performance of our activities.

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APAVE GROUP1 THEME

RISK

Environment

GHG

North Africa

Sub- Saharan Asia Africa

India

France

Serviceproviders &subcontractors

sources NDT

sources NDT

soil

sources and IR*

sources, chemical risk

Chemical risk

Middle East

Europe America (excl. France)

(sources NDT, sources sources NDT NDT soil) (except Oil&gas: low)

sources NDT (Oil&gas level)

sources NDT

sources sources and IR* and IR*

sources and IR*

sources and IR* Spain

Oceania

Energy Specific pollution Protection of people

Security Occupational health

Human rights

Housing and working conditions Data protection Safety Discrimination Freedom of association and expression Freedom of movement

* IR: Ionising Radiation (exposure) 1 North Africa: Morocco, Tunisia Sub-Saharan Africa: Angola, Benin, Burkina Faso, Cameroon, Côte d'Ivoire, Guinea, Madagascar, Mali, Mauritius, Senegal, Chad Asia: South Korea, Chine, India, Indonesia, Japan, Malaysia, Singapore, Thailand, Vietnam Middle East: Oman, United Arab Emirates, Qatar, Kuwait, Saudi Arabia

Americas: Brazil, Canada, United States, British Guiana Europe (excluding France) : Germany, Austria, Belgium, Croatia, Denmark, Spain, Italy, Macedonia, Norway, the Netherlands, Poland, Portugal, United Kingdom, Slovenia, Sweden, Switzerland, Turkey Oceania: Australia, New Caledonia

4 risk levels Minor Moderately critical Very critical Major (risk requiring an action plan)

2.2 Action plan↴ Review of actions under the 2025 vigilance plan for “highly critical” risks ● GHG and energy ↳ Finalisation of the 2022–2025 CSR strategy and preparation of the Group’s new sustainability strategy for 2030, including a section on reducing greenhouse gas emissions from our travel and procurement, and another on energy efficiency at our sites: completed. ↳ Short-term decarbonisation pathway (2030) completed, to be updated in 2026 to incorporate new entities, with a view to submitting it for SBTI validation in 2027. ● Personal data protection outside Europe ↳ Appointment of nine new DPO representatives.

↳ Analysis of regulations relating to Artificial Intelligence and implementation of recommendations across entities. ↳ Securing and monitoring the subcontracting chain and suppliers handling personal data. ● Security: security audits and plans in Houston, Edmonton, Ivory Coast, Kuwait, Dubai and Saudi Arabia ● Discrimination in the Middle East and sub-Saharan Africa; freedom of association and expression ↳ Continuation of ethical audits. ↳ Posters promoting codes of ethics. ↳ Refresher training campaign on ethics (e-learning). ● Freedom of association and expression (Asia region): overhaul of the ethical audit programme for the Asia region in light of the Group’s developments in this region.

↳ Consolidation of the regulatory mapping to develop the action plan by international subsidiaries. ↳ Roll-out of the strategy and harmonisation of tools and procedures. ● Security ↳ Security audits, premises protection plan with rollout of the ISOS resilience programme (staff safety in Africa) implemented in: Morocco, Cameroon and Côte d’Ivoire. ↳ Security audits, premises protection plans: Poland (3 sites), Italy (4 sites), Apave UK Ltd (3 sites), Scotland PIM and PPL Training (6 sites), South Korea.

2026 action plan for “highly critical” risks ● Personal data protection, including outside Europe ↳ Training and skills development for DPO representatives in high-risk subsidiaries (training activities, entities with a large number of in-house staff).

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2.3 Assessment of subsidiaries ↴ ● Internal audits The Group’s subsidiaries are regularly audited by four bodies: ↳ the QSSE function, which carries out audits covering, amongst other things, ethics, fraud, relations with subcontractors, environmental protection and the health and safety of personnel; ↳ the Audit and Compliance Committee, which ensures the proper implementation of and compliance with ethical and anti-corruption procedures; ↳ the Security Department, which conducts audits of Group entities to ensure that safeguards are in place against physical, climatic and logistical threats; ↳ the Internal Audit and Control Department, which ensures compliance with all Group policies.

These bodies conduct audits directly but also rely on networks of managers and correspondents (HSE, Compliance, Security and Internal Control) who carry out first-level checks and/or audits within their entities and process reviews.

Depending on the scope of each of these bodies, where possible, the action plan linked to the vigilance plan is incorporated into their audit checklists. ● External audits The Group’s ethical compliance system is audited annually by an independent third-party body.

The Group’s subsidiaries are audited on a very regular basis by independent third-party bodies in order to maintain or obtain the certifications and accreditations necessary for their activities.

All new acquisitions are subject to prior financial, legal and ethical due diligence.

↳ since 2019, Apave has been working with the independent service provider ECOVADIS to assess its top 500 suppliers in terms of sustainability and social responsibility; ↳ of expenditure incurred in France, 51% is with suppliers holding the Ecovadis label; ↳ of expenditure with Ecovadis-assessed suppliers, 54% is with Platinum and Gold-rated suppliers, and 46% with Silver and Bronze-rated suppliers; ↳ Apave has entered into a contract with the service provider Provigis to collect a set of ‘regulatory’ documents from its suppliers and to have those deemed critical complete and sign an ethics questionnaire in accordance with the Sapin II Act;

2.4 Assessment of suppliers and subcontractors ↴ Given the nature of Apave’s activities, the risk associated with subcontracting and suppliers is relatively minor, and purchases play a limited role in the delivery of Apave’s services. However, specific measures are implemented that incorporate elements of the due diligence plan.

Measures implemented and monitored: ↳ through its ‘Responsible Procurement Charter’, Apave sets out the social and environmental criteria taken into account when selecting its suppliers. This framework has been strengthened with the introduction of an “Apave Supplier Relations Charter”, signed between Apave and its main suppliers and subcontractors (turnover >€50k), which formalises their mutual commitments taking into account environmental and social criteria;

↳ of the 2,636 suppliers with expenditure exceeding €5,000, 82% have up-to-date regulatory documents, 55% have provided proof of civil liability insurance, 52% of the relevant service providers have completed the Sapin II Act ethics questionnaire, and 60% of the relevant service providers have signed the Apave Supplier Relations Charter; ↳ with regard to safety, Apave ensures that subcontractors comply with the Health and Safety rules defined by the Group, whilst the subcontractors remain responsible for their own safety. The safety instructions and safety campaigns that Apave carries out for its employees are communicated to the relevant subcontractors.

2.5 Whistleblowing and reporting mechanism ↴ As part of the Group’s Compliance Programme, Apave has established a system for collecting reports of incidents, conduct or situations that contravene the Group’s Code of Ethics and Anti-Corruption Code. This system operates via a secure platform managed by a trusted third party responsible for collecting reports to ensure their independent and effective handling. It 165

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is systematically extended to all of the Group’s new acquisitions.

This system covers all matters falling within the scope of the Duty of Care Act. It is accessible to all employees as well as to all stakeholders. The procedure is available online on our website: https://www.apave.com/fr-FR/Le-Groupe/Nos-valeurs

❸ Monitoring of the due diligence plan The due diligence committee is responsible for ensuring that due diligence measures are implemented and for assessing their effectiveness.

Once a year, the vigilance committee conducts a preliminary review to verify the implementation of the action plan linked to the vigilance plan.

Members of the vigilance committee are notified of any new acquisitions of entities or overseas operations, or any other significant events within the Group, in order to assess the impact and risks.

The vigilance plan is updated at least once a year, when the annual integrated report is published, taking into account new risks, activities or operations.

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Appendix#4 / REPORT FROM THE INDEPENDENT THIRD PARTY

Limited assurance report on voluntarily disclosed ESG information Financial year ended 31 December 2025

TO THE SHAREHOLDERS In our capacity as statutory auditors registered on List II of the H2A (the French High Authority for Audit) and authorised to certify sustainability information, we have performed procedures to provide a limited assurance conclusion on the ESG information voluntarily prepared by the Apave Group (hereinafter “the Entity”) for the financial year ended 31 December 2025. This information, presented in the document attached to this report (hereinafter the “Extra-Financial Report”), has been prepared in accordance with the ad hoc reporting criteria defined and adopted by the Entity (hereinafter the “Reporting Framework”).

Our work does not cover information relating to prior periods, nor is it our responsibility to express an opinion on whether the Extra-Financial Report as a whole complies with other frameworks (such as ESRS, VS, etc.).

Limited assurance conclusion Based on the work we have carried out, as described in the section ‘Nature and Scope of Work’, and the evidence obtained, nothing has come to our attention that causes us to believe that the Information has not been prepared, in all material respects, in accordance with the Reporting Framework.

Comment Without calling into question our conclusion above, we draw your attention to page 131 of the Integrated report (the first page of the Extra-Financial Report), which states that the Information has been prepared on a voluntary basis and in accordance with the Reporting Framework. As such, this Information does not constitute reporting prepared in accordance with ESRS standards, the VS standard, etc.

Preparation of the Information The absence of a generally accepted and commonly used reference framework or established practices upon which to rely for assessing and measuring ESG information, allows for the use of different yet acceptable measurement techniques. This may affect comparability with other entities and over time. Consequently, the Information must be read and understood with reference to the available Reporting Framework, the key elements of which are presented in the Extra-Financial Report.

Inherent limitations in preparing the Information As noted in the Extra-Financial Report, the Information may be subject to inherent uncertainty due to the current state of scientific knowledge and the quality of external data used. Certain information is sensitive to the

methodological choices, assumptions and/or estimates used in its preparation.

Regarding forward-looking information, which is by nature uncertain, actual future results may differ significantly from the projections presented in the Extra-Financial Report.

Responsibility of the Entity The Information has been prepared under the responsibility of Management, whose responsibilities include: ▶ selecting or establishing appropriate criteria for the preparation of the Information (i.e. the Reporting Framework); ▶ preparing the Information in accordance with the Reporting Framework; and ▶ designing, implementing and maintaining such internal controls as it deems necessary to ensure the Information is free from material misstatement, whether arising from fraud or error.

Responsibility of the sustainability auditor It is our responsibility to: ▶ plan and perform the work to obtain limited assurance that the Information has been prepared, in all material respects, in accordance with the Reporting Framework and is free from material misstatement, whether due to fraud or error; ▶ form an independent conclusion based on the work carried out and the evidence obtained; ▶ communicate our conclusion to the Entity’s management.

As it is our responsibility to form an independent conclusion on the Information as prepared by Management, we cannot be involved in the preparation of said Information, as this could compromise our independence.

Independence and quality control Our independence is defined by the provisions of the French Commercial Code and the Code of Ethics for statutory auditors. This is based on compliance with the fundamental principles of integrity, objectivity, professional competence and diligence, confidentiality and professional conduct.

Furthermore, we have designed, implemented and maintained a quality management system including policies and procedures aimed at ensuring compliance with ethical rules, professional standards, applicable laws and regulations, as well as the professional guidelines of the Compagnie Nationale des Commissaires aux Comptes (CNCC - National Association of Statutory Auditors) relating to this engagement.

Nature and scope of the work We planned and performed our work, described below, taking into account the risk of material misstatement of the Information. Within the scope of our limited assurance engagement and based on our professional judgement, we: ▶ obtained an understanding of the Entity and its environment, including the internal control aspects relevant to the preparation of the Information; ▶ assessed the appropriateness of the Reporting Framework in terms of its relevance, completeness, reliability, impartiality and understandability, taking industry best practices into account; ▶ reviewed the internal control procedures implemented by the Entity to ensure the Information complies with the Reporting Framework; ▶ assessed whether the methods used by the Entity to prepare the Information are appropriate in light of the Reporting Framework and, where applicable, assessed the relevance of any changes in methods and assumptions; 169

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▶ verified that the Information was prepared based on the scope specified in the Reporting Framework; ▶ selected the information we considered most significant, based on our professional judgement, for which we: • performed analytical procedures to verify the consistency of changes and, where necessary, requested explanations from Management regarding any unusual items identified, • conducted detailed testing on a sample basis or using other selection methods, to verify the correct application of calculation methods and assumptions described in the Reporting Framework, and reconciled underlying data with supporting documents, • for estimates, reviewed the calculation methods used for estimated data. We assessed the appropriateness and correct application of these methods, as well as the suitability of the information sources used. ▶ assessed the overall consistency of the Information in relation to our knowledge of the Entity.

We consider that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion.

The procedures performed as part of a limited assurance engagement are less extensive than those required for a reasonable assurance engagement conducted in accordance with the professional guidance of the CNCC and the International Standard on Assurance Engagements (ISAE) 3000 (Revised); a higher level of assurance would have required more extensive verification work.

Background and responsibilities This report has been prepared for your attention in the context set out in the first paragraph and must not be used, distributed or quoted for any other purpose.

We are not liable to, and accept no responsibility towards, any third party. Arthaud & Associés shall not be held liable

for any damage, loss, cost or expense arising from the execution of the financing project, or resulting from wilful misconduct or fraud committed by the directors, officers or employees of your company.

This report is governed by French law. The French courts have exclusive jurisdiction over any dispute, claim or disagreement that may arise from our engagement letter or this report, or any related matter.

Each party irrevocably waives its rights to object to proceedings brought before these courts, to claim that the proceedings have been brought before an incompetent court, or that these courts lack jurisdiction.

Tassin-La-Demi-Lune, 22 May 2026, Arthaud & Associés Audit Olivier Arthaud

Cédric Jacquet

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Publishing Director: Emmanuelle Brunet l Managing Editor: Mélanie Desternes l Editing team: Stéphanie Mathis, Patricia Ferreira, Aurélien Couderc, Nabil El-Hadri, Lucie Perroys, Communication l Design and production: - www.specifique.com l Photos credits: Jean-Paul Cotte, Jean Nicholas Guillo/REA, SCG, Sopemea, Seitech, Aktio, Apave, Christophe Viseux, Alain Doucé, Nicolas Cugnart, Noeim, Julien Decoignac, Apave North America, Easy Cash, LISI, Ma Boussole Aidants, Joseph Melin/REA, Norske Skog, Petit Forestier, Bordeaux Métropole, Mathieu Douhaire, REA, JT Jeeraphun/Adobestock, Yuliia/Adobestock, Brennihilis, Terminaux Normandie, Certifer, Plasser & Theurer, Luxtram, Vincent Hoel, Claude Cruells, Xavier Hacquard, IZADAGENCY, ©GOKU, Le Maine Libre Yvon Loue, Daher, Albertazzi, ND Studio, SEN'EAU, Cerema l Illustration: Leonel Lopes.

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