Scenic Group Impact Report 2024

Message from Founder & Chairman

As we present Scenic Group’s 2024 Sustainability Report, I am proud to reflect on the progress we have made and the meaningful steps we continue to take on our sustainability journey. This report captures not only our achievements, but also our ongoing commitment to evolve as a responsible global operator.

Across our river and ocean cruising operations, we have focused on delivering exceptional guest experiences while embedding sustainability at the heart of our business. From reducing plastic waste and managing water resources responsibly, to supporting local communities and aiming to strengthen our sustainable procurement practices.

We have deepened partnerships that create positive social impacts, such as empowering local artisans, advancing clean water initiatives, and supporting work placement opportunities for disadvantaged communities.

Importantly, this year’s report marks a transitional step as we start aligning our practices with the emerging landscape of mandatory sustainability disclosures. We acknowledge there are still gaps in some of our data, but we are fully committed to strengthening the consistency, transparency, and quality of our reporting in the years ahead.

I want to extend my sincere thanks to our dedicated teams, valued guests, partners, and the communities we work alongside. Together, we are shaping a future where luxury travel and responsible stewardship go hand in hand.

Thank you for joining us on this journey.

Glen Moroney

FOUNDER & CHAIRMAN, SCENIC GROUP

“

“ We have focused on delivering exceptional guest experiences while embedding sustainability at the heart of our business.

About this Report

This year’s Sustainability Report reaffirms our commitment to transparency, accountability, and meaningful action. It not only highlights the progress we’ve made under our Cherish the Planet sustainability manifesto but also acknowledges the growing influence of global sustainability standards that are rapidly reshaping our industry.

There is still much work ahead as we respond to evolving ESG reporting requirements, and we are working diligently to ensure that this effort supports the many other important initiatives underway across Scenic Group’s sustainability agenda.

Our Cherish the Planet manifesto continues to serve as the foundation for our sustainability efforts. Aligned with the United Nations Sustainable Development Goals, it is structured around six key focus areas, all of which are outlined in this report. Since launching our inaugural Sustainability Report, I’ve been especially proud of the enthusiasm and engagement shown by Scenic Group staff around the world. The success of any sustainability strategy depends on the commitment of its people, and I’m inspired by how our teams have embraced this journey.

While the road ahead remains complex and continually evolving, one thing is certain: understanding must come before action. I hope this report serves as a useful tool, not only for our team, but also for our guests, to deepen that understanding and continue moving us all toward a more sustainable future.

Phil Jordan DIRECTOR OF SUSTAINABILITY

Understanding What Matters Most

In late 2024, Scenic Group conducted a high-level internal materiality screening against the focal areas of the European Sustainability Reporting Standards (ESRS). This proactive step forms part of our early preparation for future sustainability reporting requirements.

The screening invited key team members across our business to evaluate where Scenic Group has the greatest impact, and the greatest ability to influence, across a broad range of sustainability-related topics. We also considered whether any of these topics present significant risks or opportunities that could be financially material to the organisation.

As a result of this initial process, seven ESRS standards were identified as being relevant to our operations. Encouragingly, several sustainability related elements arising from these are already reflected in our existing sustainability commitments through our Cherish the Planet framework and investor-aligned reporting. This includes our focus on climate change and the wellbeing of our people. Others highlight emerging areas that will shape the next chapter of our sustainability reporting.

Acting as a bridge between where we are and where we’re headed, this report combines our current Cherish the Planet and investor reporting with new sustainability-related

elements that reflect the evolving sustainability landscape. For this report the sustainability-related elements have been incorporated into our existing Cherish the Planet framework pillars.

As we continue to evolve and align with emerging global reporting requirements, Scenic Group is committed to undertaking a more comprehensive and formal materiality assessment. This will help ensure that our sustainability priorities remain responsive to what matters most, both to our guests and communities, and to our investors and broader stakeholders.

2024 Snapshot

Reducing Our Waste

> Achieved a 27% improvement in plastic waste intensity.

> Reduced wastewater intensity on ocean vessels by 13%.

Grow from Within ~ Value Diversity

> Began capturing and reporting human capital data.

> 50% of Scenic Group employees are between the ages of 30–50.

> 51% of our management team in 2024 were women.

> Reduced the gender pay gap compared to 2023 levels.

Addressing CO2 Emissions

> Appointed a dedicated specialist to lead energy and emissions initiatives.

> Surrendered 6,495.22 tonnes of CO2 credits from the Delta Blue Carbon and CommuniTree projects.

> Exceeded GHG emissions reduction targets for the year.

Growing with Communities

> Offered guest experiences that deepened cultural understanding in Cairo.

> Expanded the Clean Water Program to provide safe drinking water at Tra Thanh Kindergarten in Vietnam.

Sourcing Sustainably

> Signed a memorandum of understanding with key supplier and charity partner to boost positive social outcomes.

> Produced 79,823 m³ of freshwater onboard ocean vessels, reducing reliance on port supplies.

> Treated and safely returned 92% of onboard water to the natural environment.

> Achieved an 18% reduction in water consumption on river vessels compared to 2023.

Advocating Health, Safety & Security

> Maintained our comprehensive safety management system.

> Committed to advancing our work health and safety reporting practices.

Our Vision, Mission & Commitment

Scenic Group, which includes Scenic Luxury Cruises & Tours and Emerald Cruises & Tours, is dedicated to creating the future of luxury travel by embracing our Vision, fulfilling our Mission, and adhering to our Commitment, with all this being underpinned by our Core Values.

Vision

At Scenic Group, we create all-inclusive, luxury river and ocean cruises and handcrafted land journeys that offer our guests a front-row seat to the world’s most breathtaking sights and experiences.

Mission

At Scenic Group, we are dedicated to delivering the ultimate in luxury, comfort, and cultural enrichment, so that every journey with us is not just a vacation, but a lifetime experience.

Commitment

At Scenic Group, we are committed to excellence and a passion for discovery, unveiling the wonders of the world in style, comfort and sophistication.

Our Core Values

Our core values are the foundation of everything we do at Scenic Group. They guide our decisions, shape our culture, and ensure that we consistently deliver exceptional experiences to our guests.

All Scenic Group employees have access to these values through our centralised system, with core guest facing employee groups1 introduced to these values during the mandatory onboarding process, and we continue to reinforce them through regular communications to foster and strengthen our corporate culture.

We provide a quality service to customers and colleagues.

We openly work and contribute to teams and learn from others.

We strive for excellence in all aspects of our work.

We go the extra-mile when required to do something for someone.

We work with honesty and take responsibility for decisions and actions.

We treat customers, colleagues, and our environment with respect & dignity.

The Scenic Group Story

At Scenic Group we are renowned for continuous innovation ensuring guest experience is at the heart of everything we do. Across our luxury river and ocean cruises and handcrafted land journeys is a deep sense of delivering a range of inclusions and a high attention to detail, enabling our guests to be immersed in their chose destination and to relax knowing everything is taken care of.

We invite you to learn more about our history and heritage:

2013 - 2016

Scenic further expands is River sailing in Europe and Asia.

To the magical South of France followed by Portugal and Myanmar.

2014-2019

Emerald Cruises launches in 2015 with first Star-Ships.

Emerald Sky and Emerald Star, welcoming guests to the Rhine, Main and Danube, Over the next six years the fleet expands to include ships on the rivers of the South of France, Douro River in Portugal as well as Emerald Harmony on the Mekong River in Asia.

2022

Emerald Cruises first 100 guest luxury yacht

Emerald Azzurra, sails the Mediterranean for her inaugural season followed by Emerald Sakara in 2023.

1986

Warrnambool Scenic Tours commences tours to the Great Ocean Road.

Scenic Group expands into Australia and New Zealand luxury land journeys by 1992

2008

Scenic Group enters the world of ship building.

With a desire to customise ships tailored to the Scenic guest came the first Scenic Space-Ship

2006

Scenic sets sail on Europe River cruising. Scenic charters ships along Europe’s historic waterways giving guests a new way to explore the European continent.

1999

Scenic Group goes International.

Scenic Group quickly becomes a leading tour operator, escorting guests to Canada and Alaska as well as across Europe, Russia, Africa and South-Central America.

2019-2023

Scenic Group sets the benchmark in ultraluxury cruising with the launch Scenic Eclipse. A polar class, 6-star vessel which sails the entire globe.

2022-2023

Emerald Cruises first 100 guest luxury yacht. Emerald Azzurra sails to the Mediterranean for her inaugural season followed by Emerald Sakara in 2023.

2023-2024

Scenic Eclipse II is launched.

With its inaugural sailing from Barcelona to Lisbon and brings about a new era of Discovery Yacht cruising in unrivalled ultra-luxury.

2024

In 2024 the Scenic Eclipse II embarked on her maiden season in Australia and visited Newcastle, Australia where Scenic Group was founded 38 years ago.

During 2024 Scenic Eclipse II made voyages to the Kimberley, South Pacific, Indonesia, New Zealand and East Antarctica.

2025 & Beyond

Scenic Group will be expanding its fleet of river and ocean vessels in the coming years.

Business Model & Value Chain

Experience Curation

Our journey begins with the thoughtful curation of experiences that blend cultural authenticity, local partnerships, and destination insight. From the earliest planning stages, including innovative ship design, we focus on crafting immersive journeys that deliver unforgettable moments and set the stage for the ultimate guest experience.

Tailored Shipbuilding

Each vessel begins with a vision, purposebuilt to deliver immersive, luxurious journeys. Our shipbuilding process combines innovative technologies with meticulous design to ensure every detail reflects our commitment to comfort, sustainability, and elegance. From sleek engineering to thoughtfully curated interiors, our ships are crafted to set the highest of standards in luxury travel.

Sourcing

To deliver exceptional experiences to our guests, we rely on a diverse and carefully managed supply chain. From locally sourced gourmet ingredients and premium linens to fuel procurement and staff uniforms, we aim to ensure every element is thoughtfully selected to reflect our commitment to quality, sustainability, and responsible operations.

Operations

Delivering excellence requires seamless coordination behind the scenes. From partner airlines, hotels, and tour operators to vessel navigation, engineering, and onboard hospitality, our dedicated teams work tirelessly aiming to ensure every aspect of the journey runs smoothly, creating unforgettable experiences for our guests at every step.

People & Workforce

At the heart of our business is our dedicated workforce. Supporting our people is essential to our continued success. Through fair employment practices, ongoing training and development, and a strong focus on safety and wellbeing, we aim to ensure our teams are equipped, empowered, and cared for, keeping our operations running smoothly and our standards high.

Marketing & Sales

Through digital platforms, traditional media, strategic partnerships with travel operators, and compelling brand storytelling, we aim to attract new guests and foster loyalty among existing ones, by showcasing the unforgettable experiences that define Scenic Group.

Ethics & Conduct

At Scenic Group, integrity, responsibility, and ethical business practices are at the core of how we operate. Our commitment to these principles is embedded in the Scenic Group Code of Conduct, which sets out clear expectations for all business activities and interactions with employees, guests, suppliers, and other stakeholders. The Code applies to everyone representing Scenic Group, including employees, contractors, and consultants, regardless of their role or employment status.

All Scenic Group employees have access to our Code of Conduct through our centralised system, with core guest facing employee groups required to complete an onboarding process that includes an introduction to the Scenic Group Code of Conduct as well as other key corporate policies.

We take any breach of the Code seriously, with appropriate disciplinary action taken in line with our Disciplinary Policy to uphold the trust placed in us by our people and our partners.

Our Code of Conduct outlines expectations around ethical business practices, including the management of gifts and hospitality, political contributions, conflicts of interest, personal gain, and accurate record-keeping. The Code of Conduct prohibits political contributions (directly or through trade associations) unless approved by the Chief Operating Officer of Chairman and Founder.

Scenic Group is also taking further steps to strengthen our governance framework. In 2025, we will introduce a dedicated Anti-Corruption and Anti-Bribery Policy, designed to address compliance with jurisdictional laws. The policy will also formalise mechanisms for whistleblowing, reinforcing our commitment to transparency and accountability across all areas of our operations.

Maintaining the highest standards of integrity, responsibility, and ethical business conduct is fundamental to Scenic Group’s operations. “

Damien Thomas Chief Operating Officer Scenic Group

An assessment of functions considered ‘at risk’ will be conducted alongside the rollout of mandatory AntiCorruption and Anti-Bribery Policy training. In addition, this training will be offered on a voluntary basis to all other employees across the organisation.

During the 2024 reporting period there were zero instances of violations of anti-corruption and antibribery laws within Scenic Group’s operations.

Scenic Group is committed to protecting the privacy and security of the personal information entrusted to us by our guests, employees, and partners. We adhere to robust privacy policies and data protection practices designed to safeguard personal data and ensure compliance with applicable privacy laws and regulations across all the regions where we operate.

Governance & Risk Management

Our leadership team is responsible for overseeing the overall corporate governance, business conduct and strategic direction of Scenic Group, including guiding company operations and shaping our risk management approach. The team is dedicated to maximising performance, creating value, and ensuring the long-term growth and success of Scenic Group.

From time to time, our leadership team establishes dedicated committees to help fulfill their responsibilities effectively. To support the management of sustainabilityrelated priorities, an Environmental, Social, and Governance (ESG) Steering Committee has been formed. This committee includes management representatives from across Scenic Group global operations and meets quarterly to address key sustainability topics, including mandatory carbon regulations, and to oversee performance against a range of environmental metrics.

As a core member of the ESG Steering Committee, our Director of Sustainability and Delivery plays a key role in shaping and communicating Scenic Group’s sustainability strategy. This direct line of communication ensures that management representatives across global operations not only understand the corporate sustainability direction but are also empowered to adopt and drive sustainable practices within their respective areas.

Scenic Group Senior Leadership Team

Glen Moroney

Founder & Executive Chairman

David Anastasi Chief Financial Officer

As the founder of Scenic Group in 1986, Glen has spent 39 years at the helm, playing a pivotal role in shaping the company’s strategic direction, driving its growth, and establishing key partnerships. He was inducted into the Cruise Lines International Association (CLIA) Hall of Fame in 2015 in recognition of his contributions to the industry. Under his leadership, Scenic Group underwent significant expansion during the 2000s, broadening its ventures and global reach.

David joined Scenic Group in 2014, bringing over 25 years of experience to his role as Chief Financial Officer. He is responsible for driving financial performance and operational efficiency across the business, with expertise spanning treasury management, revenue optimisation, international tax compliance, and legal oversight.

Damien Thomas Chief Operating Officer

Ken Muskat Managing Director USA

Damien brings over 30 years of experience to his role as Chief Operating Officer at Scenic Group, including previous tenure as the Group’s Chief Financial Officer. He leads operations, customer service, product development along with administration, legal, compliance and governance

Ken serves as the Managing Director of Scenic Group USA, bringing over 25 years of industry experience to the role. He is focused on driving commercial success through operational leadership, sales growth, and product innovation. Ken also serves as an active board member of the Cruise Lines International Association (CLIA), reflecting his commitment to advancing sustainable cruise travel and tourism strategies.

Alexandre Bally Chief Information Officer

Alexandre is the Chief Information Officer at Scenic Group, bringing over 25 years of experience in leading IT strategy and transformation. He is focused on leveraging technology to drive innovation, enhance operational efficiency, and support the continuous growth of Scenic Group’s services, while demonstrating industry leadership in digital advancement.

Our Sustainability Framework

We are committed to responsible tourism and protecting the natural environments and communities we visit. Core to our mission is our Cherish the Planet Manifesto which serves as a guiding framework for our sustainability action. Aligned with the UN SDGs, the framework is built around six key focus areas. Together, these six focal points have been aligned to demonstrate the role that we can play in contributing to twelve of the UN SDGs.

Did you know?

In 2015, all United Nations Member States adopted the 2030 Agenda for Sustainable Development, a global blueprint for peace, prosperity, and environmental protection, both now and for future generations.

At the heart of this agenda are the 17 Sustainable Development Goals (UN SDGs), which serve as a universal call to action for all countries, both developed and developing, to work together in partnership.

The UN SDGs are designed to address the world’s most pressing challenges. They acknowledge that ending poverty must go together with strategies that improve health, education, and equality, drive economic growth, and combat climate change, while protecting our oceans, forests, and natural ecosystems.

At Scenic Group, it's more than sustainability, it is a commitment to positive change. “

Katherine O’Neill Director, Scenic Group Global Marketing & Branded Content

Cherish the Planet

Cherish the Planet – Six Pillars of Focus

Reducing Our Waste

We are constantly looking at ways we can reduce the amount of waste we generate.

Addressing

We work with consultants to measure our carbon footprint and assist us in setting and developing emissions reduction strategies.

Sourcing Sustainably

We aim to source sustainably, supporting communities and minimising food storage and transportation impacts.

Growing with Communities

We are committed to respectful cultural interactions and to ensure local businesses benefit from our visits.

Grow from Within Value Diversity

Our people are at the very core of every memorable journey. We treat all crew and employees equally, regardless of identity.

Advocate Health, Safety & Security

We foster a supportive workplace focused on well-being, offering continuous training to embed our Cherish the Planet ethos.

Cherish the Planet

Scenic Experiences

In addition to our global office locations, Scenic Group operates three distinct types of guest experiences, each with unique operational demands, waste and water profiles, energy consumption patterns, and associated greenhouse gas (GHG) emissions.

Ocean

With Scenic Groups two Discovery Yachts, guests experience 6-star ocean cruising as they are taken further across 350 ports, through 49 countries and all seven continents. This is further complemented by the Emerald Yacht Cruises’ luxury vessels, Azzurra and Sakara, which offer refined voyages through the Mediterranean.

River

Our river cruises take our guests to extraordinary regions, while immersing you in the rich history, local cultures, and culinary delicacies to create moments that will be cherished for years to come.

Land

Scenic Group’ s 5-star land journeys allow for in-depth exploration at a relaxed pace. From luxury accommodation to all sightseeing, experiences and activities, transfers and even tipping, everything is taken care of.

1. Reducing Our Waste

At Scenic Group, we recognise that responsible waste management is critical to the health of our oceans and the communities we visit. Through our Cherish the Planet framework, we aim to minimise waste and promote circular economy practices.

Our integrated waste management approach focuses on prioritises minimising food waste, and reducing plastics supported by onboard waste consolidation technologies. We also place a strong emphasis on the management of wastewater generated from our operations, supported using advanced onboard treatment systems to ensure it is handled responsibly and in line with environmental standards.

With an aim to drive continuous improvement, we maintain a comprehensive database to track and measure waste streams across both our River and Ocean operations.

Solid Waste

In line with the MARPOL convention requirements, all Scenic Group Ocean vessels operate under a dedicated Garbage Management Plan. This includes written procedures for how waste is minimised, collected, stored, processed, and disposed of, using the equipment available on board to ensure compliance and environmental protection.

Waste management on inland waterways is governed by national and regional regulations. As part of our commitment to continuous improvement and establishing consistent waste management practices across all operations, we will develop and implement a dedicated garbage standard operating procedure in 2025.

We have transitioned away from single-use toiletries on board our vessels, replacing them with refillable dispensers. This shift not only helps reduce plastic waste and environmental impact but also aims to deliver cost savings through bulk containers being more economical per unit of volume and reduced logistics and labour related to inventory management.

Did you know?

Ship-generated waste in the marine environment is regulated by the International Maritime Organization (IMO), a specialised agency of the United Nations responsible for setting global standards for safe, secure, and environmentally responsible shipping.

One of the key treaties overseen by the IMO is the MARPOL Convention, which aims to prevent pollution from ships. Specifically, MARPOL Annex V focuses on reducing and eliminating the discharge of garbage into the sea.

Personalised Experience

Onboard our Scenic Eclipse vessels, we introduced using decanters in guest accommodations in place of traditional minibar items. With our onboard butlers personalising the spirit selection to each guest’s preferences, we are not only elevating the luxury experience but also significantly reducing waste. Given the success of this initiative, we plan to expand it to the Scenic Spirit in 2025.

We recognise the environmental harm caused by microplastics in personal care products. That’s why we do not purchase any liquid toiletry products for our onboard guest suites and amenities containing plastic exfoliating microbeads.

For 2024, noticeable improvements of approximately 27% were observed for plastic waste intensity per guest across our ocean operations, reflecting the success of some of the initiatives that we have in place to minimise the use of plastic onboard.

Waste Performance Oceans Chart

For our onboard spa services, we use exfoliation products made exclusively with naturally sourced ingredients, including salt, jojoba oil beads, and diatomaceous earth.

Petra Bacic Senior Purchasing Coordinator Ocean F&B and Consumables

m 3 /guest

Plastic Waste

Across our ocean fleet, both Scenic Eclipse and Emerald Azzurra achieved notable reductions in plastic waste, 28% and 11% respectively. As Scenic Eclipse II and Emerald Sakara only commenced operations in 2023, full-year comparative data is not yet available. However, guest intensity metrics provide early insight into performance trends. For Scenic Eclipse II, plastic waste intensity (measured in m³ per guest) increased by 7%, whereas Emerald Sakara recorded a significant 58% reduction in plastic waste intensity between reporting periods.

Plastic Waste Performance Chart

Oceans Plastic Waste Performance

2 Based on average pax per day over the reporting year

Plastic Waste Reduction Targets

As part of our ongoing sustainability commitments, we have established specific performance targets for ocean vessel Emerald Azzurra and two of our river vessels operating in Portugal, the Scenic Azure and Emerald Radiance.

These targets focus on achieving year-on-year reductions in solid plastic waste generated on board, measured in cubic metres of plastic waste per day. We successfully exceeded our reduction target for both our Ocean and River vessels for the 2024 reporting period.

Plastic Waste Reduction Targets

Food Waste

In 2024, our ocean vessels recorded a 53% increase in total food waste compared to 2023. While a rise in guest numbers contributed to this overall increase, we also observed an approximate 8% increase in food waste intensity per guest, highlighting an area for further focus and improvement.

Our team has already begun proactively developing solutions, including a recent project focused on using the entire banana, skin and all. See our case study for more details on this innovative approach.

Case Study: The Whole Banana

Did you know, around 119.83million tons of bananas are produced worldwide annually. Most of the waste produced from banana consumption comes from the peel, which makes up 30% to 40% of the weight. Banana peel waste contains carbon-rich organic compounds that can take up to two years to decompose and biodegrade 3 .

On board our yachts our chefs are always looking for innovative ways to maximise storage efficiencies and minimise food waste. Concerned about the large volumes of waste generated from banana peels our chefs set about finding ways to utilise the peel. Banana peels are packed with nutrients, they’re rich in dietary fibre, protein, and carbohydrates. They also contain important minerals, as well as essential amino acids. On top of that, banana peels provide healthy unsaturated fats4.

After months of experimentation, our chefs discovered creative ways to not only make banana peel edible, but to transform it into something surprisingly delicious!

Our new 100% banana dish is now a highlight on our Chef’s Table Menu on the Scenic Eclipse Discovery Yachts, showcasing the versatility of the banana and the creative ways its different parts can be used. With this dish, we’re not only reducing food waste and optimising onboard storage but also giving our guests a memorable experience that highlights sustainability in action.

As a chef aboard ultra-luxury expedition ships, we walk a fine line between offering an exceptional range of fine food and beverages and working within the limitations of onboard storage and capacity. The key to success comes down to a few essentials: careful organisation and clear recipes, precise provisioning calculations, and a sustainability mindset.

Tom Goetter Vice President

Waste Performance Rivers

Unlike for our ocean operations, our river operations are not governed by MARPOL regulations, and we continue to advance our efforts to set and uphold consistent environmental standards across all areas of our business.

As a result, we see opportunities to further strengthen our waste segregation and measurement practices. In 2023, we began introducing new measurement processes, though we acknowledge these are still evolving and have room for greater completeness and consistency.

Based on the data that we have collected for our river operations to date, overall plastic waste is observed to have reduced by 40% between 2023 and 2024, reflecting the positive impact of targeted plastic waste reduction initiatives. However, we observed an overall increase in food and domestic waste during the same period. This coincided with a 22% rise in guest numbers in 2024 compared to 2023. However, food waste intensity per guest rose from 0.033m³ to 0.039m³, highlighting the need for continued focus on food waste management as guest volumes grow. We have observed a 32% reduction in cooking oil waste along with a 77% reduction in grease from the galley grease separators on board.

Looking ahead, we are committed to taking a leadership role and driving waste management and data collection improvements in an area where regulations and enforcement are still limited.

Wastewater

Wastewater is generated from a variety of onboard activities that support daily operations and guest comfort.

Managing wastewater onboard is just as critical as managing our other waste streams. If not properly treated, wastewater can harm the natural environments that are central to the immersive experiences we offer our guests.

Did you know?

Our ships generate two main types of wastewaters: black water and grey water.

Black water refers to sewage from toilets, urinals and medical facilities, while grey water comes from everyday activities such as cleaning and bathing. This includes untreated water from drainage from sinks, showers, laundry, baths, and washbasins.

Ocean Operations

In our Ocean operations, black water management is regulated under MARPOL Annex IV, which forms part of the broader MARPOL Convention aimed at preventing pollution from ships through the proper handling of sewage.

While grey water is not specifically regulated under MARPOL, it is subject to various local and regional requirements. The same applies to inland waterways, where wastewater management is guided by national and regional laws. At Scenic Group we have adopted a proactive approach, implementing comprehensive management practices across our fleet to ensure a consistent and responsible standard of wastewater management, regardless of jurisdiction.

For our ocean vessels, treated wastewater (AWWP) increased by 23% in the 2024 reporting period compared to 2023. However, this rise aligns with a 42% increase in guest numbers. When considering wastewater intensity per guest, we observed an approximate 13% decrease in 2024 compared to the previous year, reflecting improved efficiency.

Wastewater Ocean Performance

Our results show a 13% decrease in wastewater intensity for our ocean vessels in 2024.

River Operations Grey Water Performance Targets

For our river vessels, wastewater6 intensity per guest increased by 9% in 2024 compared to the previous reporting year.

Similar to our waste data, the measurement and reporting of wastewater from our river vessels is continuing to mature as we refine our methodologies. Unlike our ocean vessels, river vessels are not subject to the same level of regulatory oversight, which presents both challenges and opportunities as we work toward more consistent and robust reporting practices.

Wastewater Rivers Performance

Advanced Wastewater Permeate (AWWP)7

Biomass (Sludge from the AWWP)

6 This includes AWWP only and does not include bilge water or biomass/sludge.

7 For Rivers AWWP is inclusive of both grey and blackwater.

8 Bilgewater is disposed of ashore

9 Grey water permeate associated with these targets does not include pool water or ruptured pipe water.

10 2023 performance data have been updated due to a previous drafting error

As part of our sustainability commitments , we have in place set greywater management performance targets for one of our Ocean vessels, the Emerald Azzurra and two of our River vessels operating in Portugal, the Scenic Azure and Emerald Radiance. These targets are focused on a year-on-year reduction in greywater permeate generated on board and use the metric cubic metres of greywater permeate9 per day. For both our Ocean vessel and both River vessels we have met and exceeded the annual target commitment for the 2024 reporting period.

Water Target Performance

2023 Performance10 2024 Performance Annual / Future 2025 Target

Bilge water8

2. Addressing CO 2 Emissions

As a global tourism operator, we recognise the business imperative to act, both to safeguard our operations and to contribute meaningfully to global climate goals.

Climate Change Mitigation

At Scenic Group, we acknowledge the growing impacts of climate change on the environments we explore, the communities we engage with, and the future of travel itself. As a global tourism operator, we recognise the business imperative to act, both to safeguard our operations and to contribute meaningfully to global climate goals.

We are committed to conducting a climate risk assessment for our business to better understand how climate change may affect our operations. This insight will enable us to proactively mitigate risks, adapt to changing conditions, and identify opportunities for innovation and resilience across our business.

We are already making meaningful progress in our efforts to support climate mitigation. Since 2019, we have been actively monitoring our energy consumption and associated greenhouse gas (GHG) emissions, providing a solid foundation for action.

We have also established a series of reduction targets, which we are working towards as part of our broader sustainability commitments. These targets have been approved by our senior leadership team and are focused on specific vessels within our river and ocean operations with the aim to reduce the Scope 1 carbon intensity associated with the number of passengers and Available Passenger Cruise Nights (APCN)11.

We are continuing to work on defining broader targets that are compatible with objectives of the Paris Agreement as it aims to limit global warming to a 1.5o above preindustrial levels.

11

Cruise Night is defined as a night where the ship can sail with or without passengers. This includes relocation days/nights. This does not include days/nights where the ship is in Drydock.

Energy Use

The primary energy sources used across our entire operations include electricity, gas, steam, marine fuel, and aviation fuel. Since 2019, our Ocean operations have expanded with the introduction of four new vessels: Scenic Eclipse, Scenic Eclipse II, Emerald Azzurra and Emerald Sakara.

The Scenic Discovery Yachts allow guests to experience the far reaches of the world in ultra luxury, from the Arctic and Antarctic to the Mediterranean and Caribbean. This operational growth is reflected in the significant increase in marine fuel consumption when comparing our 201912 baseline year to the current reporting year of 2024.

As a next step toward aligning with the ESRS climate change disclosure requirements, we plan to estimate our potential locked-in emissions, that is, the future emissions expected from our ocean and river vessel assets over their operational lifetimes. Gaining this insight will help us assess how these emissions may impact our ability to meet future targets and guide the development of strategies that aim to effectively manage them going forward.

At present, our measured electricity13 , steam, and gas consumption are primarily associated with our office operations. Electricity use has remained relatively stable between the baseline and current reporting periods, with fluctuations observed between 2021 and 2023 largely due to the gradual recovery following the global COVID-19 pandemic. For gas14 consumption, we have recorded a 44% reduction between the baseline year and the 2024 reporting period. In 2020 Scenic Group’s operations were effectively closed due to the COVID-19 pandemic, no data has been collected for this period.

12 2019 was selected as baseline year due to it being a pre-covid year and reflective of more normal operations.

13 During the reporting period operated 15 offices globally, for three of those offices estimates of electricity consumption have been made due to supplier invoice data not currently being available.

14 Three of the 15 offices reported gas consumption during the reporting period, data presented is based on estimates due to suppler invoice data not currently being available for these locations.

15 1 fuel oil equivalent @kilolitre = 11.1660077736 MWh, 1 aviation gas equivalent @kilolitre = 33500 MJ, 1 MWh = 3600MJ.

16 Purchased or acquired electricity, heat, steam, or cooling from fossil sources is based on office consumption only and does not currently account for shore power electricity used for Scenic Group’ s vessels

Energy Use Performance

Case Study: Winter Layover Fuel & Emissions Reduction

During the winter layover period, our River operations team has introduced practical measures to reduce fuel consumption and, in turn, lower GHG emissions across the fleet.

In locations without shore power, vessels are positioned side by side so that a single generator can supply power to multiple ships. This approach reduces the number of generators in operation, cutting overall fuel use.

Additionally, careful logistical planning minimises the need for vessel manoeuvring during layover, helping to further reduce unnecessary fuel consumption and emissions.

Together, these measures contribute to more efficient fuel use during non-operational periods and support Scenic Group’s commitment to sustainable fleet management.

Looking ahead, these practices will be formalised into documented policies to ensure consistency and support continuous improvement.

GHG Emissions

We partner with an independent third party to conduct annual assessments of our GHG emissions and have been actively tracking our emissions footprint since 2022. Between our 2019 baseline and the current reporting year, we have observed a 63.6% increase in overall emissions, this is primarily driven by the expansion of our vessel fleet and the growth of our Ocean experiences. In 2020 Scenic Group’s operations were effectively closed due to the COVID-19 pandemic, no data has been collected for this period.

17 Total emissions include measured Scope 1, 2 and 3 emissions, these figures have been rounded up.

GHG Protocol

To better understand and account for our GHG emissions, we categorise them into three distinct scopes, as defined by the GHG Protocol, the globally recognised standard for GHG accounting. This framework enhances transparency and comparability, while helping us identify priority areas for reduction. The sources highlighted in orange are included in Scenic Group’s emissions inventory.

GHG Emissions

SCOPE 2

SCOPE 1

SCOPE 3 DIRECT INDIRECT

SCOPE 3

FUEL CONSUMPTION FROM VESSEL FLEETS AND HELICOPTERS

REFRIGERANT RELEASES FROM AIR CONDITIONING / REFRIGERATORS FOR COMPANY FACILITIES COMPANY FACILITIES

TRANSPORTATION & DISTRIBUTION

TRANSPORTATION & DISTRIBUTION

Carbon Intensity

Scope 1 Emissions

Our Scope 1 emissions primarily arise from the fuel used across our vessel fleet and aviation fuel consumed during helicopter excursions. They also include emissions from refrigerant gases released from air conditioning and refrigeration systems, in our offices. In 2024, Scope 1 emissions accounted for 54% of our total emissions footprint.

As part of our commitment to strengthening climate mitigation efforts, we have established Scope 1 GHG emission intensity targets for one of our ocean vessels, the Emerald Azzurra, and two of our river vessels in Portugal, the Scenic Azure and Emerald Radiance. These targets aim for a year-on-year reduction in tonnes of CO2 equivalent emissions per guest per night. All GHG intensity target commitments set for 2024 have been met.

Scope 2 Emissions

Scope 2 emissions represent approximately 1% of our total emissions profile and are primarily linked to electricity consumption across our global offices. Compared to the previous 2023 reporting period, we observed a 13% increase in Scope 2 emissions in the current year. While this represents an overall rise, Scope 2 emissions continue to make up only a small fraction of our total emissions footprint.

Targets Ocean 18

Targets River 19

PERFORMANCE: 0.03652

PERFORMANCE: 0.03882

PERFORMANCE: 0.04043

TARGET: 0.03766 TARGET: 0.04001 TARGET: 0.04043

Scope 3 GHG Emissions

As we aim to advance in our GHG accounting practices, we are strengthening our Scope 3 calculations by gathering additional data. We currently calculate emissions for five of the fifteen categories identified in the GHG Protocol as relevant to our value chain; these include:

Category 1 Purchased goods and services20 Category 3 Fuel and energy-related activities (not included in Scope 1 or 2)

GHG Emissions Scope Contribution

Overall GHG Emissions Breakdown & Contribution

Meet Kamenko

To further advance our energy and GHG emissions efforts, we have recently appointed a dedicated specialist to develop fuel consumption strategies, explore future fuel options and compatibility, and support our ongoing reporting obligations.

Kamenko Milat-Pananza has recently been promoted to Technical Manager, Sustainability & Energy, DPA/CSO. In this role, he oversees initiatives related to fuel consumption strategies across the ocean fleet, future fuel research and compatibility, and the reporting of fuel consumption and emissions data to the EU MRV and other regulatory authorities.

Kamenko’s extensive operational expertise, combined with his strong focus on sustainability and innovation, is instrumental in supporting Scenic Group’s continued commitment to responsible environmental stewardship and safety practices.

Kamenko Milat-Pananza

Technical Manager, Sustainability & Energy, DPA/CSO

Case Study: Navigating Carbon Compliance

Introduced in 2005, the EU Emissions Trading System (EU ETS) is the world’s first and one of the largest carbon markets. (ScienceDirect) In 2024, the EU ETS expanded to include emissions from maritime transport, bringing parts of Scenic Group’s operations under its scope as voyages occur within designated European waters.

The EU ETS operates on a “cap and trade” system, where a fixed limit (or cap) is set on the total greenhouse gas (GHG) emissions allowed from participating operators. This cap is gradually reduced each year to align with the EU’s climate targets. Emission allowances, each representing the right to emit one tonne of CO2 e are allocated or purchased, and companies must surrender allowances equal to their actual emissions.

For the 2024 reporting period, Scenic Group surrendered 4605.29 tonnes of CO2 equivalent allowances to meet its regulatory obligations under the EU ETS.

In addition to these regulatory contributions, Scenic surrendered 6495.22 tCO2e of carbon credits , demonstrating its commitment to going beyond legislative requirements and actively supporting climate action.

These carbon credits were sourced through two key initiatives: the Delta Blue Carbon Project and CommuniTree. The Delta Blue Carbon Project is a large-scale effort focused on the protection, restoration, and sustainable management of tidal wetlands. It safeguards 102,000 hectares of existing mangrove forests and is actively rehabilitating an additional 226,000 hectares of degraded ecosystems in the region.

In addition, a portion of the credits was sourced from the CommuniTree program, which partners with smallholder farmers across Nicaragua to integrate tree planting into existing agricultural practices. This initiative has created over 200 permanent jobs and thousands of seasonal roles across the country. Notably, 60% of the revenue from carbon credit sales is returned directly to participating farmers, offering a valuable income stream while building strong local engagement and support.

3. Sourcing Sustainably

At Scenic Group, we are focused on providing exceptional quality alongside responsible sourcing, with a view to supporting local economies and reducing the environmental impacts associated with our procurement decisions.

Sustainable procurement for us at Scenic Group, is the process of purchasing goods and services in a way that considers the economic, environmental, and social impacts of those purchases whilst maintaining exceptional quality.

Gordan Delic Purchasing Manager

Our Sustainable Procurement Guidelines

Our sustainable procurement guidelines have been developed to address key procurement streams associated with our operations and outline expectations related to minimising environmental impacts, ensuring social responsibility whilst selecting options that provide value for money.

Scenic Group Sustainable Procurement Objectives

Reduce Emissions Minimise Waste Source Locally

Based on the philosophy of the ISO 20400 Sustainable Procurement Standard, our Sustainable Procurement Guidelines are built around six core principles and six key procurement factors. We are committed to continued engagement and expanding training on these guidelines across our own operations, as well as with our supplier network, with the aim to strengthen sustainable practices throughout our value chain.

Managing Environmental Impacts

By prioritising the purchase of goods and services that are responsibly produced, packaged, and transported, we can better manage the environmental impacts associated with our operations.

Adopting sustainable procurement practices can help limit unnecessary packaging and promote reusable or recyclable materials all of which contributes towards minimising the environmental impacts associated with our purchased goods.

Our waste management section in this report highlights several key improvements we’ve made in reducing plastic waste across our operations. One of the standout sustainability initiatives across our fleet has been the introduction of high-quality, refillable stainless steel drink bottles, provided to guests at the start of their journey. Combined with conveniently located onboard refill stations, these bottles help guests stay hydrated while dramatically cutting down on single-use plastic water bottles.

Beyond reducing plastic waste, this initiative also helps conserve water resources. Our ocean vessels are equipped with onboard water makers, allowing us to produce our own freshwater and reduce the need for frequent freshwater bunkering in port.

Did you know?

Onboard water makers use seawater and convert it into freshwater.

As part of our sustainability initiatives onboard our two Mekong River vessels, guests are provided with reusable stainless steel water bottles at the start of their journey. At the end of their trip, they are encouraged to return their bottles so they can be repurposed. Collected bottles are returned to our collection points, where they are passed on to the VinaCapital Foundation (VCF) who commercially clean them before distributing them to schools and communities in need. These include locations where the Foundation has previously installed clean water filtration systems and education sessions with Scenic Group.

The system uses reverse osmosis, which seas the seater water pushed through a fine membrane to filter out salt and other impurities. Water is then further treated with UV and carbon filtration to produce drinkable freshwater, regularly tested to ensure the highest quality. 2nd Life

Bottle Program

Bottles given Bottles given

returned

Water is one of the most essential natural resources in our operations, and its responsible use is key to our sustainability efforts. When we source freshwater, we temporarily withdraw it from the natural system, making careful onboard management critical.

Through our investment in advanced onboard treatment systems, we ensure that this withdrawal is short-term, allowing wastewater to be effectively cleaned and treated before being safely returned to the environment, in compliance with our regulatory requirements, as detailed in the waste section of this report.

This approach not only minimises our impact on local water supplies but also reduces the need for repeated freshwater bunkering in port, supporting our broader commitment to environmental stewardship.

In 2024, our ocean vessels maintained steady water consumption25 , with usage levels consistent at ~15%26 compared to the 2023 reporting period, and 85% of water used and treated onboard returned to the natural system.

For our river operations, we saw notable improvements, achieving an 18% reduction in water consumption compared to 2023, with just 8% of water consumed onboard and 92% safely returned to the environment.

For both our river and ocean operations, we observed improvements in water consumption intensity relative to the number of guests onboard. Our water intensity metrics are calculated by dividing the total water consumption over the reporting period by the total number of guests carried during that same period.

Ocean Vessel Water Consumption Intensity

Ocean Vessels Water Consumption

River Vessels Water Consumption

Ocean Vessels

23,636 Freshwater bunkered in port(m3) 19,065 Freshwater bunkered in port(m3)

Sourcing Locally

We are committed to sourcing premium, locally produced ingredients to craft gourmet menus that capture the essence of each region we visit. By working closely with local suppliers, we aim to gain valuable insight into what’s in season and build strong partnerships that support the use of fresh, seasonal produce.

At Scenic Group we believe that dining is about more than the ingredients on the plate. The story behind the dish can be just as important, adding depth and meaning to the guest experience. To bring this philosophy to life, we’ve developed guidelines for our chefs to design menus that incorporate sustainability principles, aligned with our Sustainable Procurement Guidelines and Cherish the Planet sustainability framework.

During 2024 we saw the introduction of sustainable menu inclusions on each of our Scenic Eclipse vessels.

We recognise that sourcing locally goes beyond procurement and see it as an opportunity to build meaningful partnerships, strengthening our ties with the communities where we operate. That’s why we aim to work with local suppliers who share our commitment to sustainability and responsible practices.

Cherish the Planet Menu Inclusions

Case Study: The Impact of Local Partnerships

Pour un Sourire d’Enfant

In July 2024 Scenic Group, Samai and PSE (Pour un Sourire d’Enfant) signed a memorandum of understanding to build on already existing relationship.

Since 1995 Pour un Sourire d’Enfant (which translates to; For a Child’s Smile) has been helping the poorest children in Cambodia by reintegrating them into society and creating a safe and supportive environment in which they can study, learn a trade and become qualified. For over 30 years they have both changed and saved thousands of lives.

Samai is Cambodia first ever Premium Rum distillery. Founded under Venezuelan traditions they use high-quality, locally grown ingredients, innovation and passion to create a premium product. Scenic Group had been working with Samai providing exclusive touring inclusions and product creations to help provide exclusive and memorable guest experiences along with and ongoing assistance to PSE.

Case Study: The Impact of Local Partnerships

Scenic Group and Samai wanted to do more than raise money and awareness to assist this great cause. One of the most valuable offerings we learned we could provide was to provide training and experience through student placement, vocational training sessions and student apprenticeships to learn valuable trades and skills. This helps students apply the knowledge and skills learned in a professional workplace.

In addition to the placements, training and experience we will endeavour to offer employment opportunities to graduated students. At the end of 2024 Scenic Group had 14 employees working onboard our River Vessels and Samai has 3 employees, all of whom came through the PSE school and are working across various departments. The hope is that over the years Scenic Group and Samai can add a lot of value and assistance to the already amazing work PSE is doing. If you would like to learn more about PSE and Samai please click the links on this page.

Ethical Supply Chains

The success of our operations relies on a well-coordinated and resilient supply chain. From sourcing fresh food and beverages to ensuring the timely delivery of fuel, spare parts, and guest amenities, the supply chain is essential to delivering a seamless and exceptional guest experience.

Equally important, however, is our responsibility to manage these supply chain activities in a way that upholds strong social, ethical, and environmental standards.

Human Rights

As a global organisation, we operate across a range of regions with varying regulatory requirements related to human rights and modern slavery. We are committed to continuing to strengthen our practices for assessing modern slavery risks within our supply chains and engaging more deeply with our suppliers to understand how they are embedding responsible and ethical business practices across their own operations and supply networks. To support this ongoing improvement, we will also be delivering internal training for key Scenic Group personnel with purchasing responsibilities.

Modern Slavery Statement

In 2025 we will commence preparing our Modern Slavery Statement for our Australian operations in line with the Modern Slavery Act 2018 (Cth).

The Modern Slavery Act 2018 (Cth) requires certain entities operating in Australia to report annually on the risks of modern slavery in their operations and supply chains, and the actions taken to address those risks.

The Act is part of a global movement toward greater transparency and accountability in corporate supply chains, aimed at reducing forced labour, child labour, human trafficking, and related exploitation.

Payment Practices

As a global company operating across numerous jurisdictions, Scenic Group must navigate a diverse landscape of payment practices, obligations, and regulatory requirements. These can vary significantly between countries and regions, reflecting differences in legal frameworks, cultural norms, and industry standards. We are committed to upholding fair, timely, and compliant payment practices across all our operations, ensuring we meet both local requirements and the expectations of our partners and stakeholders.

Scenic Group’ s standard contract payment terms are payment on receipt of an invoice for goods and services which encompasses approximately 100% of our annual invoices by value. We are committed to paying for goods and services received within 60 days after receipt of the invoice which are 100% of our annual invoices.

Animal Welfare

A unique and meaningful part of the Scenic Group experience is the opportunity for guests to connect with the natural world, including responsible animal encounters. We take animal welfare seriously and are guided by five core principles that shape our approach:

1. Minimising harm

2. Ensuring the coexistence of animal welfare and luxury travel

3. Educating guests and suppliers

4. Driving continual improvement

5. Keeping wild animals wild

In 2025, we will formalise this commitment through the launch of the Scenic Group Animal Welfare Policy. This policy will clearly outline our standards and expectations and will require our partners to demonstrate both their capability and commitment to upholding high standards of animal welfare.

4. Growing with Communities

At Scenic Group we are committed to strengthening the positive impact we have on the local communities where we operate. Works are underway with an aim to be able to offer at least one Cherish the Planet experience on every guest itinerary, providing essential food, health, and clothing supplies, supporting clean water and sanitation initiatives, and contributing to local training and education programs.

Focus Areas

2. Food, health and clothing supplies

1. Cherish the Planet Guest Experiences 3. Clean water and sanitation

Touring Inclusion Principles

To support our commitment to providing touring inclusions aligned with our Cherish the Planet sustainability framework, we have developed a guidance document that outlines seven key principles for our guest experiences to align with, encompassing a holistic approach to responsible tourism.

Minimise GHG emission through low carbon experiences.

2. Cultural Interaction

Enable meaningful and respectful cultural interactions between local communities and our guests

3. Social Impacts

Allocating a portion of the tour price to local programs focused on the social needs of the community.

4. Making a Difference with Accredited Partners

Support accredited charities with monetary donations, included in tour pricing.

5. Engagement and Consultation

Engage and consult with local representatives and support fair and equitable benefits to whole communities.

6. Future Sustainability

Considering cumulative impacts of tourism and ensuring long term viability of communities

7. Circularity

Incorporating reduce, reuse, recycle and circular economy practices into touring options.

1. Carbon Conscious

Case Study: Cherish the Planet Guest Experiences: Egypt

As part of our commitment to sustainable tourism and community engagement, Scenic Group offers guests in Cairo an enriching experience that delves into the city's rich cultural heritage and supports local social enterprises.

The journey begins with a visit to the majestic Sultan Hassan Mosque, a masterpiece of Mamluk architecture. Following this, guests explore the Al Qalam Foundation, a youth-led social enterprise dedicated to preserving and promoting Arabic calligraphy and Islamic ornamentation through educational programs and workshops. Here, guests can try their hand at Arabic calligraphy and appreciate the intricate works produced by the foundation.

A short walk through the historic Darb al-Ahmar district leads to Bayt Yakan, a restored 18th-century residence that now serves as a cultural hub. Bayt Yakan focuses on preserving local heritage and Islamic architecture from the Mamluk and Ottoman periods. It offers workshops in traditional crafts such as mother-of-pearl inlay, woodwork, and Khayameya (tent-making) art. The organisation also emphasises its commitment to environmental sustainability, having implemented a small solar power station.

Scenic Group supports these initiatives by contributing a set amount per guest visit to both Al Qalam Foundation and Bayt Yakan. These contributions aid in preserving cultural heritage, promoting economic viability, and assisting women and children in the Souk El Silah area.

This immersive experience not only aims to enrich our guests' understanding of Cairo's cultural tapestry but also aligns with our broader goals of sustainable tourism and community development.

Work Placement & Continued Support

In 2024 we fulfilled our earlier commitment to partner with an NGO in Cambodia to provide work placement opportunities and training for disadvantaged communities. This partnership is highlighted in the Sourcing Sustainably section of this report as a featured case study.

In partnership with the Vina Capital Foundation (VCF), Scenic Group continues to support the Clean Water Program, which provides safe drinking water to underserved communities across Southeast Asia. Our collaboration has funded the installation of water filtration systems in schools and villages, including two schools in Vietnam and a clean water system for Chrio Village in Kampong Cham Province, Cambodia.

Update : Clean Water and Sanitation

In 2024, we extended the Clean Water Program initiative to Tra Thanh Kindergarten in Tra Bong District, Quang Ngai Province, Vietnam. Tra Bong is recognised as one of Vietnam’s 74 poorest districts. The kindergarten serves 185 children and 17 staff members, primarily from local farming families and labour workers.

With approval from local authorities, the water filtration system was installed in December 2024. This system provides potable water for cooking, drinking, and handwashing, aiming to reduce illness and improve attendance and productivity. Children can also take bottles of clean water home, extending the benefits to their families.

This demonstrates our commitment to enhancing the quality of life and prospects for members of the communities where we operate.

Your support is a profound act of kindness that ensures children now have access to safe and clean water, fostering better health, hygiene, and opportunities for growth. This life-changing contribution not only benefits the children but also uplifts the entire local community, creating a foundation for a brighter future.

Tra Thank Kindergarten

5. Grow from Within / Value Diversity

At Scenic Group we encourage equality, diversity and inclusion amongst our workforce and aim to eliminate unlawful discrimination. Our Diversity, Equality and Inclusion Policy outlines our commitment and approach to ensuring our workplaces are void of discrimination, vilification, bullying and harassment.

“ The aim is for our workforce to be truly representative of all sections of society, and for each employee to feel respected and give their best

Natasha Groysman Sr. HR Director, Scenic USA

Workforce Diversity

The seasonality of employment at Scenic Group reflects the unique nature of our operations across land and sea. Our crew members, working on board vessels, are typically employed on a seasonal or contract basis aligned with the operational schedules of our river and ocean journeys. In contrast, our corporate office employees are engaged in ongoing, yearround roles that provide continuity across essential business functions such as planning, sales, marketing, finance, and sustainability. Together, these two employment streams ensure we can deliver seamless guest experiences while maintaining strong operational and strategic foundations throughout the year. Across the Scenic Group in 2024 we had 243127 employees supporting our operations.

27 At the time of this report total employee figures were not available for two of our operational entities.

While we are committed to strengthening the transparency and accuracy of our human capital reporting, we acknowledge that some gaps currently exist in our data. These gaps reflect the complexity of collecting consistent information across diverse regions, business units, and employment types, particularly between our corporate teams and seasonal or contract-based crew.

Based on the data available for the reporting period it was observed that 51% of our management team in 2024 were represented by female workers.

Where diversity data was available, our male employees represented 51 % of our employee group and our female employees 49%. Our turnover rate for the reporting period, based on available data was calculated at 19%.

Remuneration Practices

Our 2024 analysis shows an overall gender pay gap of 11.66%, indicating that the average pay for female employees during the reporting period was 11.66% lower than that of male employees. This is an observed improvement when compared to 2023 performance where the gap was recorded at 15.58%. This is based on data28 available at the time of reporting and reflects the average across all roles within the group and is not a measure of equal pay for equal work, which remains a core principle of our remuneration practices.

Not all entities within the Group were able to report on age group distribution; therefore, the figures presented in this year’s report are based on a subset of our operations, representing approximately 33% of our total workforce for the reporting period.

Employee Development & Growth

At Scenic Group, we recognise the importance of regular performance reviews in supporting employee development and growth. While structured performance reviews are a routine part of the feedback process for many of our corporate staff, who are employed in ongoing roles, they are less common for our seasonal crew members due to the shorter-term nature of their contracts.

For crew, feedback is typically provided on a more informal or operational basis throughout their contract period, focusing on continuous improvement, guest service, and safety. This tailored approach ensures that all employees receive meaningful feedback suited to the nature and duration of their roles.

Based on the data available29 for the reporting period 19% of our employees were reported to have participated in regular performance and career development reviews.

We provide regular training through our Scenic Group Academy inhouse training platform. The platform hosted over 380 active courses during the reporting period. In addition to the training provided through the inhouse training platform for our internal staff, we also offer e-learning education to our global travel partners.

Training Results

Number of active courses

Number training hours

Number of active users30

28 52% of the entities providing data were able to report on gender pay gap for the 2024 reporting period and 42% (provided data for the 2023 reporting period (noting that one of these entities did not commence operations until 2024).

29 Performance review data was reported by 36% of the Group entities for the 2024 reporting period.

30 An active user is a user that current and has completed at least one course.

As we evolve in our reporting practices, we remain committed to continuously improving our data collection processes and aim to provide a more comprehensive datasets in the next reporting cycle.

Engagement & Inclusivity

Our guests are at the heart of everything we do, and understanding their needs begins with understanding who they are.

In 2024, Scenic Group welcomed guests from across the globe, with the majority joining us from Australia, the United States, the United Kingdom, and Canada. Our experiences are thoughtfully curated to appeal to a mature and discerning audience, with 87% of guests aged between 50 and 79. While our journeys are not exclusively adults-only, they are designed to offer a refined and relaxed atmosphere, attracting seasoned travellers in search of immersive and enriching experiences. Guest demographics also reflected a balanced gender distribution, with 55% identifying as female and 45% as male, underscoring the wide appeal of our luxury travel offerings across different audiences seeking culture, connection, and comfort.

We are committed to ensuring accessibility for all Scenic Group guests. This commitment extends across our operations and partnerships, with suppliers expected to uphold inclusive practices. We provide mobility-accessible rooms in hotels, lifts on our ships, and offer a variety of shore excursions tailored to different physical abilities. These efforts help ensure that every guest can enjoy a comfortable, enriching, and inclusive travel experience.

Key Guest Locations

Age & Gender Distribution

To support open communication and ensure guest concerns are heard and addressed, we have dedicated customer care teams located in key regions around the world. Upon welcoming guests onboard, we provide clear guidance, through documentation and online platforms, on how they can raise any issues or provide feedback. We are also committed to proactive engagement. Every tour includes a guest survey, offering an opportunity for feedback while also informing guests of the channels available to escalate concerns, should they wish to do so.

6. Advocate Health, Safety & Security

At Scenic Group, the health, safety, and security of our guests and employees are of the highest priority. Our Work, Health, and Safety Statement of Commitment sets out our dedication to maintaining a safe and incident-free environment by regularly identifying hazards, assessing associated risks, and implementing effective control measures.

“

The safety and wellbeing of our guests and crew are at the heart of the Scenic Group experience. From safety training and regular drills to maintaining the high standards of equipment and procedures, we are committed to ensuring every journey is not only unforgettable, but above all, safe.

Damir Marcic

Safety Superintendent DPA EU Rivers

Safety Management Systems

Our safety management systems cover both onboard operations and office-based activities. For every work activity carried out on our vessels, a detailed risk assessment is conducted in accordance with our risk management framework to ensure all hazards and control measures are carefully considered. These risk assessments are reviewed regularly at defined intervals to keep them current and effective.

All crew members receive health and safety training, are provided with appropriate personal protective equipment (PPE) suited to their tasks and are guided on how to report and respond to incidents. Medical first aid facilities are available on all vessels, with key personnel trained in first aid.

We maintain a comprehensive reporting system across our vessel operations to record both incidents and accidents involving guests and crew. After the appropriate immediate response is taken, additional corrective actions may be implemented as needed. These may include reviewing procedures, introducing new equipment, conducting targeted training, or raising safety awareness through internal bulletins.

As we continue to strengthen alignment with our disclosure obligations, we are actively working to enhance our work health and safety reporting metrics, with the goal of incorporating key results in future sustainability reporting.

Drinking Water Safety

To ensure the health and wellbeing of our crew and our guests we undertake continuous halogenation and pH control regularly monitoring this with verified and calibrated equipment.

Appendix

7.1 Basis for Preparation

Scenic Sustainability Report 2024

This Sustainability Report has been prepared to provide transparency on Scenic Group’s sustainability performance for the reporting year ending 31 December 2024. It outlines the company’s ongoing commitment to sustainability and approach to managing sustainability-related risks, opportunities, and impacts across our global operations.

Reporting Scope

This report covers Scenic Group’s global operations, including Ocean and River cruise vessels, global office locations, and relevant supply chain activities. Unless stated otherwise, data and initiatives presented refer to activities undertaken between 1 January and 31 December 2024.

Reporting Frameworks and Standards

The content of this report has been guided by:

• Key elements of the EU Corporate Sustainability Reporting Directive (CSRD) and the European Sustainability Reporting Standards (ESRS) for future alignment

• The Greenhouse Gas (GHG) Protocol for emissions classification and reporting (Scopes 1, 2, and 3)

• The United Nations Sustainable Development Goals (UN SDGs)

• Scenic Group Cherish the Planet framework

Data Collection and Consolidation

Quantitative data has been collected from a range of internal sources, including operational logs, emissions and fuel records, procurement databases, HR records, and customer care systems. Qualitative insights are drawn from stakeholder engagement, internal consultation, and subject matter expert input.

Where estimates, sampling, or extrapolations have been used, or omissions included, we have clearly indicated this in the relevant sections of this report.

For detailed emissions calculation methods please refer to Appendix 7.2

Reporting Boundaries

The report includes operational data from across Scenic Group’s corporate offices and vessel fleet activities.

External Assurance

At this stage, the data and disclosures presented in this Sustainability Report have not been subject to external third-party assurance. While we have taken steps to implement internal processes for data collection, validation, and review, we acknowledge the value of third-party assurance in enhancing the credibility and reliability of our reporting.

As our sustainability reporting practices continue to mature, we are actively assessing the scope and timing for introducing independent assurance in future reporting cycles. This will support alignment with emerging regulatory requirements and stakeholder expectations, particularly as we transition towards compliance with mandatory disclosure frameworks such as the EU Corporate Sustainability Reporting Directive (CSRD) and associated European Sustainability Reporting Standards (ESRS).

We remain committed to continuous improvement in our reporting processes and will provide updates on our assurance approach in subsequent reports.

Limitations and Forward Outlook

Some limitations remain in data coverage, particularly where processes are still maturing—such as human capital disclosures, waste metrics for River operations, and certain Scope 3 categories. These are noted within the relevant sections. We are committed to improving data completeness and quality in future reporting cycles.

Currency and Units

Any financial data is reported in Euros (EUR) unless otherwise stated. Environmental data, such as energy, water, and emissions, is reported in standard industry units (e.g., kWh, m³, tCO2e).

Contact Information

For questions regarding this report or Scenic Group’s sustainability efforts, please contact:

Phil.jordan@scenic.com.au

7.2 Detailed Calculation Methodologies

GHG Emissions Methodology

The framework used to calculate the carbon emissions of businesses has been designed by Ecollective and independent advisory firm.

The framework is based upon the GHG Protocol guidance for emissions classification and reporting and covers Scopes 1, 2, and 3 GHG emissions.

The following table highlights the GHG emissions sources have been included and excluded from the Ecollective calculations:

Emissions Sources Included Emissions Sources Excluded

• Office emissions

• Working from home emissions

• The website

• Hosted in-person Events

• Staff Commuting

• Brochures

• Trips

• The Ships

• Accommodation

• Transport

• Activities

• Food included

• Guides

• Misc

• Staff business travel (including accommodation)

• Customer Travel arrangements pre and post-trip

• Purchased Goods

• Customer Travel to Trips

• Optional Extras

• Investments

• Merchandise

• Build Phase Emissions of Ships

Office related emissions

• Working from home emissions are based on estimated hours of work, estimated additional heating requirements and the energy provider used. If the energy provider is unknown, a national average carbon intensity of electricity in that country is adopted.

• Electricity related emissions either in the office or at home are based on the number of kWh used over a period of time and the energy provider used. If the energy provider is unknown, a national average carbon intensity of electricity in that country is adopted.

• If the office is shared, a percentage of the emissions from the office and communal space is assigned to the business.

• Office emissions related to water consumption, gas, waste and food are all taken into account. If the exact qualities of these are unknown national averages are used.

• Other scope 3 emissions such as transmission and distribution of electricity are included as well for offices or other buildings managed by the company.

In-person events

• Events hosted by the business during the reporting period are included. In the calculations, we have included emissions related to all paid expenses by the business.

• If a venue is used multiple times they are required them to complete a venue carbon footprint survey, to inform the carbon footprint per day when using the space. For venues that have not completed the survey, a global average emission factor is applied for the venue. This estimate is based on the country it is located in, the size of the venue and the duration of the event

• Other scope 3 emissions such as transmission and distribution of electricity are assumed to be minimal and excluded from the scope.

• If the host is unknown we assume the website host does not use renewable energy.

• If the geographic location of the website visitors is unknown, assumptions are made according to the client base to calculate the carbon intensity of the electricity used.

• An average value to account for the energy intensity of the web data is used. This covers the energy used at the data centre, by the telecom’s networks and by the end user’s computer or mobile device.

Post & brochures

Post can include information or packages to customers on products they have bought or marketing materials to encourage future purchases.

The quantity of post is normally calculated in weight, if this is unknown total spend is used to gauge annual quantity.

Only the carbon associated with the delivery of the post has been calculated for Scenic Group.

Staff commuting

• Each Scenic Group employee is requested to provide a summary of their yearly commute.

• Each employee’s carbon footprint is then calculated based on the mode of transport, distance travelled and the frequency of the journey.

• A series of transport modes are considered including public and private means.

• The carbon factors assigned to each mode of transport is based on those listed by DEFRA.

• For car journeys, detail the car size and the fuel type is considered.

• For people who walk or bike, a zero-carbon footprint is assigned.

The Ecollective approach analyses primary data provided directly from suppliers, providers and the business through specific surveys relating to their business model. Where surveys are not fully completed by a supplier, relevant industry averages are provided by DEFRA and other sources. Any assumptions that are required to fill data gaps, have been detailed against the specific category to which it relates.

The data is updated yearly as carbon conversion factors improve with accuracy. For Scope 2 emissions the market-based method has been adopted. Where data gaps exist location-based information has been used as a proxy for the market-based method.

The website

• To calculate the entire carbon footprint of a website an assessment of whether the web host uses renewable energy is undertaken. The amount of site traffic over the course of the reporting period is then multiplied by the average size of the company website. The geographic location of visitors is also taken into account to create a total carbon footprint

• When the average page size of a website is unknown the page size of the homepage is used, ‘page size’ refers to the data transferred when a web page is loaded.

Scenic Group Experiences

• The source of carbon emissions has been separated into different areas to enable the emissions of each trip to be calculated based on the itinerary, suppliers used and the number of inclusions.

Cruises

• All cruise carbon scores are based on kilograms of CO2e emitted per cabin per night.

• Fuel usage reports based for the whole year along with the fuel type are included.

• Other scope 3 emissions such as Well to tank emissions are typically included for vessels owned by the company.

• If additional fuels or electricity are used these are also considered. If they are unknown, they are estimated based on the ship size. The carbon footprint of the electricity is based on a global average. This may be changed if a vessel is based in a specific country year-round.

• Ship crew food emissions are considered but their travel/commuting emissions are excluded from the calculations.

• Customer meals included in the trip package are included in the calculations. Meals will be assumed to be high meat meals if no further information is provided.

• Additional emissions such as waste and water are estimated where the quantity and method of disposal are often unknown.

• The total calculation is based on the number of rooms used and the number of nights stayed on the vessel.

Transport

• Transfers are calculated per vehicle unless the vehicle is used on a shared basis in which case the CO2e emissions will be calculated per seat.

• Emissions are calculated on distances travelled. For land-based journeys, these are based on the ‘fastest route’ available as provided on googlemaps.com unless stated otherwise

• Emissions from car journeys will be calculated using the distance travelled, fuel type and type of vehicle used.

• If vehicle type is unknown, it is assumed cars will be petrol powered medium-sized cars (roughly 2.0 litre engine) unless otherwise specified. Where it is known there is a high number of passengers, the vehicle will be changed to either a minibus or a coach.

• Some journeys will be one way but the vehicle will likely return to the point of origin after dropping off. In these instances, the total mileage of the vehicle has been included.

• For train transfers, we have calculated emissions per seat based on the kilometres travelled for that route. All train journeys have been assigned the same emissions factor provided by DEFRA.

• For flights, we have assumed all flights are taken in economy unless otherwise stated. If the exact class of travel is known, calculations are updated accordingly.

• All flights have been assumed to be direct unless otherwise stated.

However, all commercial flights include a distance uplift of 8% to compensate for planes not flying using the most direct route.

• All flight emissions include radiative forcing, and the emission factors are based on those released by DEFRA.

• Meals or other items provided by airlines during a flight are not included in the emissions

• When private aviation is used the carbon footprint of this journey is calculated using the estimated burn rate of aviation fuel based on the type of aeroplane used, and the estimated distance travelled.

• For private aviation, the total carbon footprint is based on the entire emissions of the aircraft rather than per seat as it is assumed to be for exclusive use.

Accommodation

• All accommodation carbon scores are based on kilograms of CO2e emitted per room per night.

• Accommodation providers are requested to complete an accommodation carbon footprint survey

To calculate the carbon footprint per room per night we have included the following:

• Hotel occupancy rates

• Fuel and energy usage at the property.

• Fuel is converted using conversion factors provided by DEFRA

• GHG emissions associated with the electricity used is determined by the number of kWh used and the fuel mix of the energy provider. When the fuel mix of the energy provider is unknown, the national average fuel mix for that country is used.

• Where exact quantities of the electricity or fuel amounts are unknown an average fuel and electricity rates for hotels within that country has been used to calculate the total emissions per room.

• It is assumed that energy requirements remain the same throughout the year and that the carbon emission per room in the summer is the same as in the winter.

• Where primary data is incomplete a mixture of primary data and secondary data has been used to calculate the total score

• Where hotels that have not completed the survey, a national average emission factor is used.

• If the quality of the hotel is unknown, a 5 or 4-star hotel is assumed.

• When accommodation has been on a cruise, the carbon footprint has

• been calculated in a similar method but with a cruise specific itinerary.

• The total calculation is based on the number of rooms used and the number of nights stayed at the property.

Activities

• Any activities not booked and offered directly by the travel company are not included.

• Activities are measured on a per-person basis unless it’s a private group experience in which case we measure the total emissions of the experience

• All associated emissions created by completing the experience, including transport to and from the starting point

• Fuel used to complete the activity is calculated and converted to CO2e using DEFRA conversion factors.

• Some activities such as visiting a museum will have a small carbon footprint from the heating and electricity of the building itself. The framework has been designed to take these small footprints into account, but they will be given a global average footprint due to the lack of available information and projected size of the emissions per person per visit.

• Any transport or meals included in the activity will have been calculated using the same method as other transport and meals.

• Any emissions relating to the activity provider’s employees or HQ have not been included in the calculation.

Food

• Meals have been categorised into 10+ categories such as high meat, medium meat, low meat, vegetarian and vegan with a carbon footprint attached to each.

• Where data on the meal or food provided is unknown, the highestscoring emissions (high-meat meal) factor for food has been applied.

• Occasional snacks and drinks have not been included as this is deemed too small to include.

Trip Leaders and local guides

• All guide emissions are considered including any international flights needed.

• This covers the same information as listed above. If additional transfers are needed for this person and they are known and consistent, this would have been factored in.

• Additional local guides are all also included as specified by the tour operator and would also be included in all activities, meals, transport and accommodation (1 local guide per room).

Limitations

While Scenic Group is committed to improving the accuracy and completeness of our greenhouse gas (GHG) emissions reporting, it is important to acknowledge certain inherent limitations associated with this process.

Our emissions estimates are based on the best available data at the time of reporting; however, the accuracy of results may be affected by variations in data availability, source quality, and the granularity of information provided across our operations and value chain. Where direct measurement is not feasible, we rely on activity data and standard emissions factors sourced from internationally recognised methodologies, such as the Greenhouse Gas Protocol and relevant government databases.

The use of generic emissions factors may not fully capture the specific characteristics of our operations or the regional variability in emissions intensity. Additionally, for Scope 3 emissions, where data from suppliers or partners may be incomplete or unavailable, assumptions or industry averages have been used, introducing further uncertainty.

As our sustainability reporting practices mature, we are taking steps to improve data quality, increase primary data collection, and enhance transparency around assumptions and methodologies. These efforts will support more robust and accurate emissions reporting in future years.

Pax Data

Number of pax travelled are based on are pax travelled in that year by primary tour and the number of pax nights they travelled.

Assumptions:

• Pax: Passenger counts are based on the number of primary tours a guest has participated in.

• Pax Nights: Calculated based on the number of nights travelled. This is considered a more accurate reflection of tour length. For example, a tour may include a half-day on arrival and departure days.

• Combos: When a guest books multiple primary tours (e.g., STC and BOD), each is counted separately. Therefore, one guest booking two tours will be counted as two pax.

• Extensions: Pax on tour extensions are not double-counted. However, the number of nights on the extension is included in the total pax night count under land journeys.

• Status: Only bookings with the status "Available," "Closed – No Request," and "Closed – Requests Accepted" are counted. Cancelled or

unreleased tours are excluded.

• Charters: Charter data is based on booked pax in the system. Some adjustments may be made to account for system-related overcounting errors.

• Journey Mode: Includes River, Land, and Ocean journeys. Off-season sailings are not included.

Waste Intensity Metrics

Waste data is sourced from the EcoMatrix databases maintained for each individual Ocean and River vessel.

For calculating overall waste intensity (expressed as waste type in m³ per guest) for both Ocean and River, guest (“pax”) data is based on number of pax travelled.

For Ocean vessel-specific waste intensity calculations, guest data is drawn directly from each vessel’s EcoMatrix database. This database includes daily passenger counts, which are totalled monthly. To estimate the total number of guests on board annually, daily passenger numbers are averaged to create a monthly average. These monthly averages are then summed to generate an annual total, which is used to calculate waste intensity across various waste categories.

Plastic Bottles Saved

For calculating the number of plastic bottles saved an assumed average consumption per person per day is taken and multiplied against the number of guests and the number of passenger cruise days.

Our Asia River Cruising consumption is higher due to weather conditions and levels of activity.

7.3 Sustainability Reporting Indexes

ESRS 2 Disclosure Requirement Location in Report Notes

BP 1 General basis for preparation of the sustainability statement

Page 53 Appendix 7.1 provides the basis of preparation for this report

BP 1 Disclosures in relation to specific circumstances Page 53 Appendix 7.1 provides the basis of preparation for this report

GOV 1 The role of the administrative, management and supervisory bodies

GOV 2 Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies

GOV 3 Integration of sustainability-related performance in incentive schemes

GOV 4 Statement on due diligence

GOV 5 Risk management and internal controls over sustainability reporting

SBM-1 Strategy, business model and value chain

SBM-2 Interests and views of stakeholders

SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model

Page 12 This section describes governance at Scenic Group and introduces the senior leadership team.

Page 12 This section describes the Scenic Group ESG Steering committee and dedicated ESG-related roles.

ESRS 2 Disclosure Requirement Location in Report Notes

ESRS 2

IRO-1 Description of the processes to identify and assess material pollution-related impacts, risks and opportunities

ESRS 2

IRO-1 Disclosure Requirements in ESRS covered by the undertaking’s sustainability statement

MDR-P Policies adopted to manage material sustainability matters

Page 5 In this section Scenic Group describes an initial internal facing materiality screening initiative that considered the ESRS standards. Scenic Group confirm that this is to be followed up with a more formal materiality assessment to validate/update the initial screening.

Page 5 In this section Scenic Group describes an initial internal facing materiality screening initiative that considered the ESRS standards.

Page 11

Pages 13,14

Within this section Scenic Group outline key elements of its Code of Conduct.

These pages describe the Scenic Group sustainability framework

Not available Information on the integration of sustainability-related performance in incentive schemes was not available at the time of drafting this report.

Page 12 This section describes the Scenic Group ESG Steering committee and dedicated ESG-related roles.

Page 12 This section describes the risk management at Scenic Group and the existence of an ESG Steering committee and dedicated ESG-related roles.

Page 10 Pages 13,14 This section describes the Scenic Group business model and value chain. These pages describe the Scenic Group sustainability framework.

Page 50 This section outlines the channels and initiatives in place for guests’ engagement.

Page 5 In this section Scenic Group describes an initial internal facing materiality screening initiative that considered the ESRS standards. Scenic Group confirm that this is to be followed up with a more formal materiality assessment to validate/update the initial screening.

MDR A Actions and resources in relation to material sustainability matters

Page 12 Page 33 Page 51

MDR-M Metrics in relation to material sustainability matters

MDR-T Tracking effectiveness of policies and actions through targets

These sections describe and demonstrate the dedicated ESG-related role.

Page 61 Appendix 7.4 presents performance data across the various metrics that are described in the body of the report.

Page 23 Page 31

In the section Scenic Group describe targets related to grey water permeate reduction performance.

This section describes target commitments in place to address Scope 1 emissions only and includes performance against those commitments

E1-1 Transition plan for climate change mitigation

Page 25 In this section Scenic Group acknowledge a commitment to conduct a climate risk assessment that can be used to inform the development of a transition plan.

This section also describes a range of current initiatives to measure and manage energy and emissions.

E1-2 Policies related to climate change mitigation and adaption

Pages 13,14 Page 36

These pages describe the Scenic Group sustainability framework that includes climate mitigation through addressing GHG emissions.

In this section Scenic Group describe its sustainable procurement guidelines that include commitments to reduce emissions.

E2-1 Policies related to pollution

Pages 13,14 Page 17

Page 36

E1-3 Actions and resources in relation to climate change policies

E1-4 Targets related to climate change mitigation and adaption

E1-5 Energy consumption and mix

E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions

E1-7 GHG removals and GHG mitigation policies financed through carbon credits

Pages 27, 28, 33, 34

These pages outline initiatives in place to measure and manage GHG emissions and energy use.

Page 31 This section describes target commitments in place to address Scope 1 emissions only and includes performance against those commitments

Pages 26-27 This section outlines Scenic Groups energy consumption and mix across its operations and includes energy use performance.

Pages 28-33 This section describes Scenic Groups carbon footprint profile across Scopes 1, 2 and 3 emissions and includes performance against a baseline year.

Page 34 This section of the report describes EU Emissions Trading Scheme obligations as well as additional purchase and surrender of carbon credits.

E1-8 Internal carbon pricing Not available Scenic Group have not yet established internal carbon pricing mechanisms.

E1-9 Anticipated financial effects from material physical and transitional risks and potential climate-related opportunities Not available Scenic Group have not yet determined the anticipated financial effects from material physical and transitional risks and potential climate-related opportunities

E2-2 Actions and resources related to pollution

Pages 17 - 23

These pages describe the Scenic Group sustainability framework that includes pollution through reducing waste.

In this section Scenic Group describe regulatory obligations and procedures in place to manage waste generated in operations.

In this section Scenic Group describe its sustainable procurement guidelines that include commitments to minimise waste.

In this section Scenic Group describe actions to measure, monitor and manage waste and wastewater generated in operations.

E2-3 Targets related to pollution Page 23 In the section Scenic Group describe targets related to grey water permeate reduction performance.

E2-4 Pollution of air, water and soil Pages 17 - 23

Waste management including both solid and wastewater are considered in this section. The use (non-use) of microplastics is also described.

Scenic Group do not trigger the ESRS E2 reporting thresholds for disclosure of pollution to air.

Scenic Group treat all wastewater prior to discharge and as such are not considered to trigger the ESRS E2 reporting thresholds for disclosure of pollution to water.

The ESRS E2 disclosure metrics for pollution to land are not relevant to Scenic Group operations.

E2-5 Substances of concern and substances of very high concern NA Scenic Group do not trigger the reporting thresholds for disclosure of pollution to air.

The ESRS disclosure metrics for pollution to land and water are not relevant to Scenic Group operations.

E2-6 Anticipated financial effects from material pollution-related risks and opportunities Not available

Scenic Group have not yet determined the anticipated financial effects from material pollution-related risks and opportunities.

E3 Disclosure Requirement Location in Report Notes

E3-1 Policies related to water and marine resources

Pages 13,14 Page 37 These pages describe the Scenic Group sustainability framework that includes sourcing sustainably.

In this section Scenic Group describe the presence of onboard water makers

E3-2 Actions and resources related to water and marine resources

E3-3 Targets related to water and marine resources

E3-4 Water consumption

E3-5 Anticipated financial effects of material water and marine resourcesrelated risks and opportunities

Pages 37-38 This section outlines actions to measure and monitor water consumption on board Scenic Group vessels.

Not available Scenic Group does yet have targets in place related to water and marine resources.

Page 38 This section outlines water consumption management and performance for Scenic Group operations.

Not available Scenic Group have not yet determined the anticipated financial effects from material water and marine resources-related risks and opportunities

ESRS S1 Disclosure Requirement Location in Report Notes

S1-1 Policies related to own workforce

S1-2 Processes for engaging with own workforce and worker’s representatives about impacts

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

S1-4 Taking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions

Pages 13,14 These pages describe the Scenic Group sustainability framework that includes workforce diversity and health safety and security.

Not available Information on processes for engaging with own workforce and worker’s representatives about impacts was not available at the time of drafting this report.

Not available Information on processes to remediate negative impacts and channels for own workforce to raise concerns was not available at the time of drafting this report.

Page 52 This section outlines safety management systems in place for Scenic operations.

S1-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

S1-6 Characteristics of the undertaking’s employees

Not available Scenic Group does yet have targets in place related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Page 48 This section describes the nature of the Scenic Group operational workforce.

S1-7 Characteristics of non-employees in the undertaking’s own workforce Not available

S1-8 Collective bargaining coverage and social dialogue Not available

Information and data on characteristics of nonemployees in the undertaking’s own workforce was not available at the time of drafting this report.

Information and data on collective bargaining coverage and social dialogue for persons in the workforce was not available at the time of drafting this report.

S1-9 Diversity metrics Page 48 This section outlines age and gender metrics for persons in the workforce where data was available.

S1-10 Adequate wages Not available

S1-11 Social protection Not available

S1-12 Persons with disabilities Not available

S1-13 Training and skills development metrics

Page 49

S1-14 Health and safety metrics Not available

S1-15 Work-life balance metrics

S1-16 Remuneration metrics (pay gap and total remuneration)

S1-17 Incidents, complaints and severe human rights impacts

Information and data on adequate wages for persons in the workforce was not available at the time of drafting this report.

Information and data on social protection for persons in the workforce was not available at the time of drafting this report.

Information and data on persons in the workforce with disabilities was not available at the time of drafting this report.

This section outlines metrics for course completed through the Scenic Group inhouse training platform/

Whilst Scenic Group measures health and safety metrics for operational workers, data was not available at the time of drafting this report.

Page 49 This section outlines current known pay gap performance.

Not available

Information and data on incidents, complaints and severe human rights impacts related to persons in the workforce was not available at the time of drafting this report.

S2-1 Policies related to value chain workers

S2-2 Processes for engaging with value chain workers about impacts

S2-3 Processes to remediate negative impacts and channels for value chain workers to raise

concerns

S2-4 Taking action on material impacts on value chain workers, and approaches to managing material risks and pursuing material opportunities related to value chain workers, and effectiveness of those actions

S2-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Page 42 This section describes Scenic Groups recognition and commitment to further assess human rights and modern slavery within its supply chain.

Not available Information relating to processes for engaging with value chain workers about impacts was not available at the time of drafting this report.

Not available Information relating to processes remediate negative impacts and channels for value chain workers to raise concerns was not available at the time of drafting this report.

Page 42 This section describes Scenic Groups recognition and commitment to further assess human rights and modern slavery within its supply chain.

S4-4 Taking action on material impacts on consumers and endusers, and approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actions

S4-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Page 50 Page 52

This section outlines measures in place to support accessibility for Scenic Group guests as well as metrics to understand guest demographics.

This section outlines safety management systems in place for Scenic operations. This extends to the health and safety of guests on board Scenic Group vessels.

Not available Scenic Group does yet have targets in place related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Not available Scenic Group does yet have targets in place related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

ESRS G1 Disclosure Requirement Location in Report Notes

G1-1 Business conduct policies and corporate culture

S4-1 Policies related to consumers and endusers

S4-2 Processes for engaging with consumers and end-users about impacts

S4-3 Processes to remediate negative impacts and channels for consumers and end-users to raise concerns

Pages 13,14 These pages describe the Scenic Group sustainability framework that includes and health safety and security that extends to guests.

Page 50 This section outlines the channels and initiatives in place for guests’ engagement.

Page 50 This section outlines the channels and initiatives in place for guests to raise any concerns.

G1-2 Management of relationships with suppliers

G1-3 Prevention and detection of corruption and bribery

G1-4 Incidents of corruption or bribery

G1-5 Political influence and lobbying activities

G1-6 Payment practices

Page 11 Page 12

Within this section Scenic Group outline key elements of its Code of Conduct.

Within this section Scenic Group describes corporate governance and risk management and introduces the senior leadership team.

Page 42

Page 11

Page 11

This section describes Scenic Groups recognition and commitment to further assess human rights and modern slavery within its supply chain.

Within this section Scenic Group describe actions underway to develop a dedicated Anti-Corruption and Anti-Bribery Policy

Within this section Scenic Group confirm zero instances of violations of anti-corruption and antibribery laws within operations during the reporting period.

Not available Information political influence and lobbying activities was not available at the time of drafting this report.

Page 42

This section describes Scenic Group payment practices.

ESRS S4 Disclosure Requirement Location in Report Notes

7.4 Performance data

GHG Emissions

Scenic Group Employees

2

3

4

5 Pax is based on the number of primary tours that guests have travelled on.

6 Based on the number of nights travelled, this is a more precise measure of the length of the tour

7 The data presented in this table is sourced from the customers profile only and not audited pax travelled. It does not include charters where the

8 Other are those countries that reported less than 100 each.

7.5 Glossary of Terms

Animal Welfare

Animal welfare broadly refers to the feelings and physical wellbeing of an animal.

Climate Adaptation

Actions to manage the unavoidable impacts of climate change.

Climate Mitigation

Actions to limit greenhouse gas emissions into the atmosphere.

Control

A measure for eliminating, preventing, reducing, or mitigating the risk of hazardous events arising.

Corporate Sustainability

A business strategy for long-term growth that works in harmony with people and the environment.

Diversity

Range of human differences, including but not limited to race, ethnicity, and gender.

Emissions Footprint

The quantities of product or service-created emissions into the air, water, and soil.

Environmental, Social, Governance

European Sustainability Reporting Standards

Greenhouse Gas (GHG)

Gases in the Earth's atmosphere that trap and emit heat, contributing to the greenhouse effect. The major greenhouse gases include carbon dioxide (CO), methane (CH), nitrous oxide (NO), and fluorinated gases.

Hazard

A hazard is any source of potential damage, harm or adverse health effects on something or someone.

MARPOL

The International Convention for the Prevention of Pollution from Ships-

the main international convention covering prevention of pollution of the marine environment by ships from operational or accidental causes.

Materiality

In sustainability, materiality is the threshold at which an issue or topic becomes important enough to be reported externally, considering the impact and level of perceived importance from stakeholders.

Modern Slavery

A term that encompasses severe forms of labour exploitation, where individuals are forced to work through coercion, mental or physical threat, held and controlled by an employer, or have restrictions placed on their freedom of movement.

NGO

Non-Governmental Organization- an independent, non-profit group that operates without direct control by any government.

Opportunity

An opportunity is something (tangible or an "effect") that could unlock or otherwise facilitate a positive or beneficial effect.

Risk

The potential for consequences where something of value is at stake and where the outcome is uncertain. Risk is often represented as a probability of occurrence of hazardous events or trends multiplied by the consequences if these events occur.

UN SDGs

United Nations Sustainable Development Goals

Scope 1 Emissions

GHG emissions released to the atmosphere as a direct result of an activity, or series of activities at a facility level.

Scope 2 Emissions

Indirect GHG gas emissions, e.g. those associated with purchasing electricity.

Scope 3 Emissions

The indirect GHG emissions that result from the activities of an organisation but occur from sources not owned or controlled by that organisation.

Sustainable Procurement

Decisions when buying products and services that include social and environmental factors along with price and quality.

Value Chain

A business model that describes the full range of activities undertaken by the company to create value

Wastewater

Water that has been used in the home, in a business, or as part of an industrial process.