4. The UNIQA workforce (ESRS S1)

4.1 Material impacts, risks and opportunities and their interaction with strategy and business model (ESRS 2 SBM-3)

UNIQA had a workforce of 15,866 employees in the financial year (2024: 16,394). Employees are defined as any person who is in an employment relationship with and works for UNIQA. This definition does not cover individuals who do not actively work for UNIQA. This mainly concerns persons on leave of absence (parental leave, study leave, caregiver leave, or similar), persons in the passive phase of partial retirement arrangements, persons on company and community service, and persons on other longer-term leave not compensated by the company. The above figure does not include non-employee workers for whom an optional phase-in provision in accordance with ESRS has been applied. Non-employee workers include individuals with whom agreements resembling contracts for work have been concluded (self-employed people) and workers mediated through labour supply contracts concluded with recruiters. The employees of the insurance business work both in the office and in the field. While sales staff are exclusively assigned to underwriting and policy acquisition, office staff can be responsible for underwriting and policy acquisition as well as administration. A further significant percentage of employees are employed at various service companies and in the health sector. UNIQA provides its employees with several options with regard to working hours (full-time, part-time, marginal employment) and employs interns and apprentices.

In UNIQA’s corporate strategy, human resources-related measures play a key role in preventing any potential negative impacts on employees. Employees are given a voice on day-to-day business performance through their dialogue with the Works Council, the employee survey conducted twice a year and their active involvement in strategic measures as part of the People Strategy. The following topics were identified as being relevant in the short, medium and long term:

• Insufficient action against deliberate or unconscious discrimination could result in certain genders or age groups being underrepresented in the hierarchy, creating unjustified pay gaps, or making it difficult for persons with disabilities to gain access to employment. UNIQA actively addresses these challenges with its Group Justice, Equity, Diversity & Inclusion (JEDI) Strategy and takes appropriate action to counteract them. Employee feedback on how the Group manages diversity is collected as part of the UNIQA employee survey. A special focus is placed on narrowing the adjusted gender pay gap and increasing the proportion of women in management positions, for both of which a specific target has been defined. Details on these actions and targets are disclosed in the following sections.

• Following up on incidents such as violence and harassment is also considered crucial. Failure to consistently manage reports or a lack of reporting channels can result in material negative impacts for employees, for example due to psychological stress or fear of possible incidents. UNIQA ensures that human and labour rights are respected by explicitly incorporating the principles of the UN Global Compact into its Code of Conduct.

• Furthermore, inadequate training measures could restrict the professional development of employees, not only potentially hampering their personal development, but also jeopardising the Group’s competitive standing in the long term. In order to promote the professional development of its employees, the UNIQA Group People Policy sets binding standards for training, supports the corporate strategy and boosts the attractiveness of UNIQA as an employer.

• Due to the nature of the insurance business, there are no special negative impacts with regard to the topics listed above. The negative impacts described stem from factors inherent to the labour market and the general economic dependence of workers on employers and are not attributable to individual circumstances. By the same token, UNIQA’s climate strategy and emissions reduction targets do not negatively impact its employees.

Digital innovations, regulatory changes and evolving customer expectations are transforming the insurance industry. New competencies in digital technologies, data analysis and customer experience management are required to operate in this new environment. However, demand for these specialist skills exceeds supply on the labour market. Personnel shortages in the short to medium term constitute an operational risk for UNIQA, which can manifest as a loss of quality in internal processes or breaches of regulatory requirements, for example. Both cause customers to cease doing business with the Group or lead to reputational damage. Personnel shortages can arise in particular if the Group is unable to recruit or retain employees due to UNIQA’s lack of attractiveness as an employer, or if insufficient training is provided to help them unleash their full potential. To minimise this risk and to make UNIQA more attractive as an employer, country-specific employee options and development opportunities are offered.

The materiality assessment did not reveal any indications of employee groups that could be particularly affected by negative impacts due to their environment or activities. The only employee groups found to be at risk of potential negative impacts in relation to safe employment were employees on temporary or part-time contracts.

4.2 Policies related to UNIQA’s own workforce (S1-1)

The UNIQA People Strategy is based on the following main pillars:

• Employee & customer experience

• Culture

• Leadership & upskilling re-skilling

• JEDI (justice, equity, diversity & inclusion)

The People Strategy is available to employees on the intranet, while the Group Justice, Equity, Diversity & Inclusion Strategy is available both internally on the intranet and publicly online. The aforementioned policies and associated policies (Group People Policy and Group Justice, Equity, Diversity & Inclusion Policy) are decided by the Group Executive Board (GEB) and apply to all (re)insurance companies and their branches.

Labour and human rights

Labour and human rights include the right to freedom of association and collective bargaining and protection against gender, religious and political discrimination in addition to discrimination on national or social grounds. UNIQA does not tolerate child or forced labour, (modern) slavery or human trafficking in its business activities under any circumstances. Although UNIQA does not have a specific human rights policy in place, the principles of the UN Global Compact have been adopted in the form of ten guiding principles in the mandatory Group-wide Code of Conduct. The interests of employees are thereby explicitly reflected in the Code of Conduct. In line with the general whistleblower process, the compliance function investigates and tracks all violations of the code it becomes aware of (see “Internal policies and the EU Whistleblowing Directive”).

As an insurance company, UNIQA processes a large volume of data as a result of its business activities; the protection of personal data – a fundamental right which also affects the privacy of employees – is emphasised. A Groupwide data protection management guideline also defines data protection guidelines for employees. Further explanations of the impacts, risks and opportunities as well as policies, actions and targets regarding data protection in relation to the company’s own workforce can be found in the “Consumers and end-users” section in the respective “Data protection” sub-sections.

Inclusion, diversity and equal opportunity

The Group Justice, Equity, Diversity & Inclusion (JEDI) Policy is part of the Group People Policy and is also based on the principles of the UN Global Compact. It is governed by local laws and the Disability Employment Act (BEinstG). The policy takes a clear stance against any form of discrimination, harassment or bullying and is intended to ensure that people are treated with respect and appreciation without facing discrimination. Ultimate responsibility for the Group Justice, Equity, Diversity & Inclusion Policy lies with the member of the Management Board for People & Brand. According to the policy, managers and employees are required to recognise and report unacceptable behaviour. A standardised process must be observed when handling incidents of discrimination, including annual, anonymised reporting on any corresponding cases.

The seven overarching targets of the UNIQA Group Justice, Equity, Diversity & Inclusion Strategy are as follows:

• Equal pay for work of equal value

• Promoting equal opportunity by increasing the percentage of women in management roles

• Improving generation management

• Promoting work-life balance

• Leveraging the internationality and cultural diversity of the 14 countries in which UNIQA operates as a strength

• Enhancing inclusion and support of persons with disabilities

• Respecting the sexual orientation and identity of each individual

Training and skills development

The Group People Policy sets out requirements and standards for employee development to support the corporate strategy and make UNIQA an attractive employer. The policy is overseen and communicated by the member of the Management Board responsible for People & Brand. A comprehensive learning portfolio is available to ensure that the necessary capabilities to achieve the company’s objectives are in place.

4.3 Processes for engaging with UNIQA’s own workers and workers’ representatives about impacts (S1-2)

Maintaining an ongoing dialogue with employees is a top priority at UNIQA. Employee surveys help UNIQA to identify and recognise its employees’ needs in order to develop concrete steps designed to increase employee satisfaction, loyalty and identification with UNIQA as an employer. The employee survey has been conducted twice a year since 2023. It includes employees from insurance companies, their branches and IT service units in Bulgaria, Austria, Romania, Slovakia and Hungary. In addition, employees are asked about a wide range of topics along the employee journey every two years in a comprehensive long-form employee survey that replaces one of the two standard surveys. Measured on the basis of the EX Index (Employee Experience), employee satisfaction currently stands at 4.1 out of 5 stars, representing no change compared with the previous survey carried out in May 2025. A total of more than 10,000 employees participated in the last survey.

In all the countries where UNIQA Group companies are located, employees are represented by labour representatives or trade unions in accordance with the applicable local laws.

Feedback from the employee survey and from the dialogue with workers’ representatives is documented, incorporated into decision-making and communicated both on a general basis and by managers. Operational responsibility for incorporating findings into the corporate strategy lies with the member of the Management Board responsible for People & Brand.

4.4 Processes to remediate negative impacts and channels for UNIQA workers to raise concerns (S1-3)

All employees can access the UNIQA Group Whistleblower Portal (see information in the section entitled “Internal policies and the EU Whistleblowing Directive”) and receive an introduction to the platform as part of compliance training. Reports can either be submitted anonymously or with the disclosure of the employee’s or third party’s name. The Compliance function also centrally documents reports received by other units in the whistleblower portal. Beyond this, employees can use the employee survey as a platform for raising their concerns.

4.5 Taking action on material impacts on the UNIQA workforce, and approaches to mitigating material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions (S1-4)

Labour and human rights

UNIQA actively promotes a safe, non-discriminatory work environment. This commitment is set out in clear guidelines such as the Code of Conduct and a comprehensive diversity and inclusion strategy. In addition to the whistleblowing platform in place, UNIQA has launched an e-learning module on equal treatment rights in Austria, which is mandatory for all employees. By taking these measures, UNIQA hopes to raise awareness among employees and ensure that neither exclusionary nor inappropriate behaviour, such as violence or harassment, is tolerated. This clear stance was further strengthened in 2025 by the creation of a document shared throughout UNIQA. The goal is to educate, offer support and provide orientation in order to effectively protect employees against discrimination and any abuse of power. UNIQA also ensures that complaints are handled in a confidential, transparent and respectful manner. Anonymous statistics on complaints and incidents are compiled and published annually in the Diversity & Inclusion Committee (DICO). The Works Council is then informed about the findings.

Diversity and equal opportunity

The principles of justice equity, diversity and inclusion are firmly anchored in the JEDI strategy and are also reflected in the target agreements for managers, in particular with regard to gender equality and equal pay. In addition, these topics are promoted through training sessions on “Unconscious Mind, Inclusive Leadership”, as well as through guidelines on filling management positions. The new programme “UNIQAline być kobietą” (“UNIQly to be a Woman”) in Poland is a development-orientated initiative directed specifically at women in management positions. In addition to an annual mentoring programme that has been in place in Austria since 2021, a reverse mentoring programme designed to bring together young and experienced employees has been established. Following a successful pilot project in Bosnia and Herzegovina, Bulgaria, Croatia, Montenegro, Romania and Serbia, the mentoring programme was launched in all countries in 2025 with the aim of creating an inclusive and supportive work environment for all stages of life. The company’s successful certification as a family-friendly company in Austria reaffirms this commitment. Additional measures have been defined as part of this process and are now being implemented in a structured manner. They include, for example, the expansion of flexible working models such as job sharing and part-time management positions, as well as various options for childcare support. A dedicated budget is available for the annual salary adjustment process to narrow any pay gaps. An in-house tool is available to simulate the impacts of planned updates to the salary structure and reveal any potential pay gaps for new hires. The tool is also aimed at simplifying target attainment with regard to the gender pay gap. Recertification with the equalitA quality seal for equal opportunity in the workplace reaffirms the measures taken in Austria. To foster a strong sense of belonging to the company among employees from the LGBTQIA+ community, UNIQA has decided to pursue the technical option to display pronouns.

Inclusion of people with disabilities

The diversity strategy defines the targeted recruitment of people with disabilities as a key objective. At the same time, special focus is being placed on promoting inclusion for employees with disabilities in everyday work. Several important advances were also made in the financial year. In Austria, Poland and Czechia, successful partnerships with local organisations were continued and expanded in order to facilitate access to the labour market and promote inclusive work environments. Furthermore, a renewed assessment of inclusion was conducted in Austria in the form of a key inclusion assessment, which showed better results than the peer group, particularly in the areas of awareness and competency as well as recruitment and support, and provided valuable insights for further actions to improve inclusion in the workplace. Another important step was taken with the election of a representative for employees with disabilities. In Austria, job advertisements are also published on specialised platforms to specifically target persons with disabilities and give them easier access to professional opportunities.

Training and skills development

The new “UNIQA University” learning management system was introduced in 2025. The system was progressively rolled out and is available to all employees and relevant external employees (e.g. brokers) from insurance companies, their branches and IT service units in Bulgaria, Austria, Romania, Slovakia and Hungary. It is equipped with state-of-the-art features including mobile access, AI-based course proposals and advanced monitoring that supports both compliance requirements and individual learning needs. A new catalogue of multilingual e-learning courses was published at the same time the platform was launched. These courses are designed to help employees develop skills that are particularly relevant to UNIQA’s business success. To foster a positive leadership culture, leadership programmes are offered that equip managers with practical and essential leadership skills, enabling sustainable development in their roles.

In addition, pilot projects for new systems in the area of People Performance Management were launched in selected functions in Bosnia and Herzegovina, Bulgaria, Croatia, Montenegro, Austria, Romania and Serbia as well as in Talent Management using the NAVI platform. The Group-wide roll-out of these systems is planned for 2026. The new People Performance Management system facilitates an ongoing feedback process with transparent criteria and goals. As part of People Performance Management, performance targets can be freely defined together with managers, and goals set based on the UNIQA Guiding Principles, according to which employees are assessed in line with these corporate values. The new talent management platform NAVI offers employees personal development opportunities within the company based on their skills.

Culture and employee satisfaction

A strong corporate culture paves the way to achieving economic targets. Since 2022, more than 2,000 colleagues from 14 countries in which UNIQA operates have participated in activities on the topic of culture transformation across the Group. Here, culture is not viewed in isolation. Rather, the values are intentionally embedded in central people processes, for example in the onboarding process or in learning initiatives. In this way, these values are gradually integrated into everyday working life and put into practice for the long term.

Employee satisfaction is viewed as a shared responsibility. In 2024 and 2025, the focus was on enhancing the employee experience. The aim was to continually expand the Group-wide employee feedback cycle and to implement the resulting measures in a transparent and sustainable manner. Regional action plans were developed and translated into specific measures based on the findings and trends from the employee survey. Focus areas that have emerged across the countries in which UNIQA operates are study and career opportunities, collaboration, and performance and remuneration. Drivers of engagement were also analysed, offering valuable insights into the most important levers for motivation and loyalty.

As of September 2025, more than 600 managers and their teams had defined more than 1,000 measures that will be refined and implemented over the next few months. In this way, feedback flows directly into the design of the work environment. AI-based dashboards support implementation, make survey results transparent, facilitate analyses and promote dialogue in the teams.

UNIQA offers a wide range of health services to employees. In Austria, stress management programmes and various sports initiatives are available. Employees in Austria can access services such as psychology, nutrition and exercise coaching on the portal of Group company Mavie Work GmbH. Furthermore, health services tailored to local needs are available in other countries where UNIQA operates.

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

Target: Best employer for impact-driven employees

The company’s target of becoming the best employer for impact-driven employees is enshrined in the UNIQA 3.0 strategy. The target also applies to the insurance companies and their branches along with IT service units in Bulgaria, Austria, Romania, Slovakia and Hungary. Target attainment is measured on the basis of two different indices, the EX (Employee Experience) Index and the Engagement Index, and is met if both reach 4.5 stars. The figure is calculated based on the seven stages of the employee journey: “I get hired”, “I am onboarded”, “I am working”, “I am learning”, “I am achieving my targets”, “I am changing roles” and “I am rewarded”. These stages are evaluated as part of the employee surveys conducted twice per year. The seven stages also incorporate key aspects of the work experience, including job satisfaction, purpose, well-being, and workload or stress.

The target for the EX Index is 4.5 out of 5 stars and is expected to be reached by 2028. The rating improved from 3.8 stars in the 2023 base year to 4.1 stars in the financial year (2024: 4.0 stars), indicating a positive trend. As the “I am engaged” stage is considered to be of particular importance within the employee journey, it was removed from the original EX Index in 2025 and is now covered as a separate metric named Engagement Index. Similarly to the EX Index, the Engagement Index is reviewed by means of biannual employee surveys. By 2028, UNIQA also aims to achieve a rating of 4.5 out of 5 stars for the Engagement Index. The reference value in the 2023 base year was 3.9 stars, with the Engagement Index figure reaching 4.1 stars in the financial year.

The Supervisory Board and the Management Board determined the target of “Best employer for impact-driven employees” without involving the employees in the decision-making process or in identifying remedies and improvement measures. An ambitious target was set to provide clear guidance for improving employee satisfaction. The selected target rating is demanding yet realistic and takes the company’s internal circumstances into account. Moreover, the target matches the customer satisfaction target, which is also 4.5 stars.

Target: narrowing the adjusted gender pay gap

Set forth in the D&I strategy, the objective of gender equality and equal pay for equal work entails narrowing the adjusted gender pay gap for employees at insurance companies and their branches in Austria, Poland, Romania, Slovakia, Czechia and Hungary. In 2025, this target group was gradually expanded to include Bosnia and Herzegovina, Bulgaria, Croatia, Montenegro, Serbia and Ukraine. At the same time, the observation period was changed from the previous period (November to October) to the financial year (January to December). As part of this expansion, a target for the financial year was defined in 2025 that includes the new countries.

The adjusted gender pay gap measures the average gap in pay between men and women. Factors such as job evaluation, job families and job sub-families are taken into consideration to provide a more accurate picture of the gender pay gap. Gender-based remuneration equality is determined using a regression analysis that considers salary as a dependent variable alongside various demographic, organisational and performance-related factors as independent variables. The adjusted gender pay gap results from the determined influence of the gender variable (male/female) on salary once all other factors have been checked.

The adjusted gender pay gap for 2025 is 2.4 per cent (2024: 3.4 per cent). The prior-year figure was recalculated and now includes variable salary components as well as the countries additionally included in the financial year. Compared with the set target of 2.8 per cent, this represents an undercut of the target by 0.4 percentage points. The reduction in the adjusted gender pay gap can be attributed to systematic implementation of clearly defined control mechanisms, including a dedicated gender pay gap budget, mandatory review processes for salary adjustments and new hires, and the incorporation of the target into variable management remuneration.

The target value for the gender pay gap was determined based on the analysis of several scenarios and corresponds to a 20 per cent reduction, with a minimum value of 1 per cent. Further reductions below 1 per cent serve no purpose because natural staff turnover can lead to fluctuations and external certifications already result in a higher threshold of <5 per cent. Data was sourced from personnel data for 2024. The Supervisory Board and the Management Board determined this target without any employee engagement in the decision-making process or in identifying remedial and improvement measures. Functional responsibility for this target lies with the member of the Management Board responsible for People, Brand and Sustainability.

Target: increasing the proportion of women in top management positions

A balanced mix of different perspectives at the management level plays a key role in UNIQA’s sustainable development. Different experiences and perspectives enrich decision-making processes and promote innovation. In light of this, a specific target was set in the financial year with the aim of strengthening and continually developing diversity in management positions following a targeted approach.

Top management comprises the following hierarchy levels: B-0 (members of the Management Board and managing directors within UNIQA Insurance Group AG and major Group service companies – primarily the insurance companies and major Group service companies), B-1 (managers who directly report to managers in hierarchy level B-0) and B-2 (managers who report to managers in hierarchy level B-1). The proportion of women in top management positions in 2025 was 42.5 per cent. In the base year of 2024, the figure was 39.4 per cent, and the target for 2028 is 45 per cent. The Supervisory Board and the Management Board determined this target without any employee engagement in the decision-making process or in identifying remedial and improvement measures.

4.7 Characteristics of UNIQA employees (S1-6)

While the notes to the Consolidated Financial Statements disclose the average number of full-time equivalents as a measure of head count, in accordance with ESRS the number of persons is reported without taking into account the extent of working time, which is why different figures are presented. The disclosures on the characteristics of employees in this document are based on the head count as of the reporting date 31 December 2025. Inactive employees are not accounted for in the disclosures. The specified metrics are not externally validated but are audited as part of internal checks and, like the entire non-financial report, are subject to a voluntary limited assurance audit. Permanent employees are those with whom contracts have been concluded for an indefinite period. By contrast, temporary employees are those with whom employment contracts containing a specified contract termination date have been concluded. Non-guaranteed hours employees are employees who do not have any guaranteed working hours, guaranteed minimum hours or a specified number of working hours, in other words casual workers, workers on zero hours contracts, on-call workers and similar.

The following tables show separately only those countries in which UNIQA employs at least 50 people and the head count represents at least 10 per cent of the company’s total workforce.

Company departures are defined as the total number of terminations of employment contracts that are not seamlessly followed by the individual in question entering a new role within the same company. The number of company departures in the year came to 2,829 (2024: 3,028). The employee turnover rate is 17.8 per cent (2024: 18.5 per cent) and is calculated as follows: number of departures in the financial year divided by the number of employees as of the reporting date.

4.8 Collective bargaining coverage and social dialogue (S1-8)

UNIQA employees are covered by different collective bargaining agreements or local equivalents depending on their country, company and the classification of their employment relationship. In 2025, UNIQA Insurance Group AG and its fully consolidated subsidiaries did not have any worker representation at the European level (European Works Council, SE/SCE) (2024: no representation).

4.9 Diversity metrics (S1-9)

Top management comprises the following hierarchy levels: B-0 (members of the Management Board and managing directors within UNIQA Insurance Group AG and major Group companies – primarily the insurance companies and major Group service companies), B-1 (managers who directly report to managers in hierarchy level B-0) and B-2 (managers who report to managers in hierarchy level B-1).

4.10 Training and skills development metrics (S1-13)

The average number of training hours is calculated by dividing the total number of training hours completed by the number of employees actively employed as of 31 December 2025. Both mandatory and voluntary training courses are taken into account.

In addition, UNIQA uses the phase-in option for the metric “Percentage of workers who have participated in regular performance and career assessments, broken down by gender”, which means that this information will be provided at a later date.

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

The gender pay gap is defined as the difference between the average salary level of female and male employees, expressed as a percentage of the average salary level of male employees based on gross hourly earnings, including variable remuneration (bonuses, commissions, etc.), social benefits and other non-monetary benefits such as company cars, insurance policies and pension commitments. Reimbursements for travel expenses, employer contributions and expenses are not taken into account in the calculation. The gross annual salary is divided by the number of hours worked by the employee in question in line with their employment contract in order to calculate their gross hourly pay. There is a distinction between the adjusted and unadjusted gender pay gap. The unadjusted gender pay gap shows the average pay gap between men and women, without taking into account factors such as professional experience or position. By contrast, the adjusted gender pay gap compares salaries under equal conditions and illustrates the difference in salaries between women and men in comparable work. Since the adjusted gender pay gap shows whether statistically unexplained pay gaps continue to exist for the same work, UNIQA has set itself the goal of narrowing this gap. The aim is to ensure equal pay for equal work and to address structural inequalities in a targeted way. Because ESRS reporting requires disclosure of the unadjusted gender pay gap, it is also published and amounts to 29.6 per cent in the financial year (2024: 27.8 per cent).

The total remuneration ratio is defined as the ratio of the annual total remuneration granted to UNIQA’s highest-paid individual to the median annual total remuneration for all employees, including the members of the Management Board (excluding the highest-paid individual). Total remuneration is calculated in the same way as the gender pay gap and presented as a ratio, which came to 45.2 in the financial year (2024: 50.0). The year-on-year change stems mainly from the disposal of the SIGAL Group, which operated in countries with lower average salaries.

4.12 Incidents, complaints and severe human rights impacts (S1-17)

Incidents of discrimination or harassment on the grounds of gender, racial or ethnic origin, nationality, religion or belief, disability, age, sexual orientation and other grounds are considered complaints.

No incidents occurred in the financial year (2024: 0), resulting in no fines being imposed in relation to workers’ human rights.