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Sustainability Report 2024 - 2025

Our sustainability strategy

Grandeco, OROM II, A73601 (One roll, one motif)

← Grandeco, A73701

Foreword At The Wallfashion House, our primary ambition is clear: to strengthen our position as a leading European, designdriven wall decoration group, delivering innovative, highquality solutions that create value for our customers and end-users. Sustainability is an increasingly integral part of how we pursue that ambition, not as a separate agenda, but as a natural consequence of running a well-managed, forward-looking business. As a European leader in wall decoration, we recognise that our responsibility extends across our entire value chain, from the sourcing of materials to the products we deliver to customers worldwide. While many underlying initiatives have been part of our way of working for years, we now bring them together in a structured, transparent, and professional framework. This report marks an important step in that journey. Built on the principles of the VSME framework, it reflects our commitment to transparency, accountability, and continuous improvement. We do not claim to have all the answers today, but we firmly believe that openly communicating our current position is the only way to build credible progress. Over the past year, we have translated our sustainability priorities into concrete action across six strategic pillars. A key milestone has been the mapping of our corporate carbon footprint, giving us the foundation to define credible reduction targets in the coming years. In parallel, we are accelerating the development of more sustainable

↑ Grandeco, OROM II, A70301 (One roll, one motif)

products, with a strong focus on PVC-free solutions and circular alternatives, supported by investments in advanced digital printing technologies that reduce waste and align production more closely with market demand. We are also improving energy efficiency, increasing our use of renewable energy, and advancing our Green Plant of the Future initiative. And we continue to invest in our people, because a skilled, engaged, and safe workforce remains essential to long-term success. We are fully aware that this transition comes with real tradeoffs between performance, cost, and sustainability. We take a pragmatic and phased approach: focusing on continuous improvement, strengthening supplier partnerships, and moving forward together with our customers. Looking ahead, we will continue to sharpen our sustainability ambitions, increase the share of sustainable and circular products, and embed ESG more structurally into our decision-making. We see sustainability as a driver of resilience, competitiveness, and long-term value creation. We look forward to continuing this journey together with our customers, partners, and people, building a Wallfashion House that is as resilient as it is inspiring. We wish you a sustainable read. Patrick Molemans

Our sustainability strategy

Rasch Germany

Content 1. Context........................................................................................................................................................................................................................7 1.1 About this report....................................................................................................................................................................................................8 1.2 What ESG means for The Wallfashion House..............................................................................................................................................8

2. Our sustainability strategy.................................................................................................................................................................. 11 2.1 Double Materiality Analysis & Stakeholder Analysis.............................................................................................................................. 12 2.2 Three transversal must-win battles.............................................................................................................................................................. 14 2.3 Six main pillars.................................................................................................................................................................................................... 16

2.3.1 Pillar 1 - Own workforce....................................................................................................................................................................... 16

2.3.1.1 Why it matters......................................................................................................................................................................... 16

2.3.1.2 Our approach on employee engagement & employer branding............................................................................ 17

2.3.1.3 Our approach on training and skills development...................................................................................................... 17

2.3.1.4 Approach on health, safety and wellbeing.................................................................................................................... 21

2.3.1.5 Ambition for the future......................................................................................................................................................... 22

2.3.2 Pillar 2 - Customers, end-users and quality.................................................................................................................................. 23

2.3.2.1 Why it matters......................................................................................................................................................................... 23

2.3.2.2 Our approach on customers, end-users and quality................................................................................................. 23

2.3.2.3 Principle on ensuring product quality............................................................................................................................. 24

2.3.2.4 Principle on operational reliability................................................................................................................................... 24

2.3.2.5 Ambition for the future......................................................................................................................................................... 24

2.3.3 Pillar 3 - Climate change...................................................................................................................................................................... 26

2.3.3.1 Why it matters......................................................................................................................................................................... 26

2.3.3.2 Our approach on climate transition................................................................................................................................. 26

2.3.3.3 Ambition for the future......................................................................................................................................................... 29

2.3.4 Pillar 4 - Air pollution............................................................................................................................................................................. 33

2.3.4.1 Why it matters......................................................................................................................................................................... 33

2.3.4.2 Our approach on air pollution prevention..................................................................................................................... 33

2.3.4.3 Ambition for the future......................................................................................................................................................... 33

2.3.5 Pillar 5 - Sourcing & use of materials, circular economy, and waste.................................................................................... 34

2.3.5.1 Why it matters......................................................................................................................................................................... 34

2.3.5.2 Our approach on responsible sourcing and use of materials................................................................................. 35

2.3.5.3 Sourcing & efficient use of materials.............................................................................................................................. 35

2.3.5.4 Our approach on circular economy................................................................................................................................. 36

2.3.5.5 Our approach on waste management & disposal...................................................................................................... 38

2.3.5.6 Ambition for the future......................................................................................................................................................... 39

2.3.6 Pillar 6 - Business conduct................................................................................................................................................................. 40

2.3.6.1 Why it matters......................................................................................................................................................................... 40

2.3.6.2 Our approach on business ethics and corporate governance............................................................................... 40

2.3.6.3 Ambition for the future......................................................................................................................................................... 41

3. Annexes................................................................................................................................................................................................................... 43 3.1 Legal entities | addresses................................................................................................................................................................................ 44 3.2 Description of our Double Materiality Analysis........................................................................................................................................ 45 3.3 VSME Index........................................................................................................................................................................................................... 46 3.4 Indicators.............................................................................................................................................................................................................. 48

4. Closing note........................................................................................................................................................................................................ 57

Our sustainability strategy

Grandeco, A83201

1. Context

1.1 About this report 1.2 What ESG means for The Wallfashion House

Context

1.1 About this report

sidiaries in scope of this report is shown in annex, with their address and geolocation.

For The Wallfashion House (TWH), sustainability is not a separate track but a growing responsibility that we aim to embed step by step in how we design, produce, and collaborate with our partners. This report provides a transparent overview of our current approach to environmental, social, and governance topics, honestly outlining where we stand today and which challenges still lie ahead. The Wallfashion House comprises four business units: Grandeco Wallfashion Group, Rasch Tapeten, Holden Decor, and Wallsupply, all of which are included in the figures and ambitions presented in this report. For the structure and content, we draw on the VSME standard (Voluntary Sustainability Reporting Standard for SMEs), which we use as a guiding framework. See full details in Annex 3.3. Name of the organisation: The Wallfashion House N.V. Location: Wakkensesteenweg 49, 8700 Tielt, Belgium Owner: The Wallfashion House is owned by the following shareholders: D2E (57.2%), GIMV (34.2%), The Wallfashion House management and others (8.6%) Reporting period: 01/01/2024-31/12/2024 and 01/01/202531/12/2025 Reporting standard: This sustainability report has been compiled based on both the basic and comprehensive modules of the Voluntary reporting standard for SMEs (VSME). Consolidation level: This report has been prepared on a consolidated basis and includes information about The Wallfashion House and its subsidiaries. The list of the sub-

Key information: \ NACE sector classification code(s): 17240, 46733, 64200, 68100, 70220, 82990 \ Consolidated annual revenue of the entire group (in euro) within a range of € 140,000,000 to € 160,000,000. \ Number of employees in headcount or full-time equivalents: 616 FTE (2024) and 558 FTE (2025) \ Country of primary operations and location of significant assets: Belgium, Germany, Poland, The Netherlands, UK Sustainability certification or label: Certification ISO 9001 for quality management ISO 50001 Energy management

Scope Grandeco Tielt Rasch Bramsche

1.2 What ESG means for The Wallfashion House The Wallfashion House is one of Europe’s biggest players when it comes to wall decoration. Subsidiaries Grandeco Wallfashion Group (Belgian wallpaper producer), Rasch Tapeten (German and Polish wallpaper producer), Holden Decor (wallpaper editor) and Wallsupply (supplier of 3D wall panels) all embody the core values of the Group: 1. Passion for brand, product & innovation 2. Customer centricity 3. People oriented 4. Result driven

European market leader \ The numbers (2025)

140-160 million euros turnover

559 employees

20 million rolls of wall covering sold every year

17 active product lines

3 production sites

13 commercial offices

From product idea to after-sales 01

Market research

Design / creation

R&D testing

Proofing

Magazines, customer input, fairs, trend(meetings), online inspiration, sales numbers...

Production

Profound quality testing

Services

Digital design

Fire retardancy, pvc composition,...

Serial production

Colour consistency, product non-conformities, washability,... Warehouse, shipping, after sales service

Hand sample if analogue, first production runs

To determine colours, textures and designs, we conduct market research through our customers, sales figures, online inspiration channels, exhibitions, fashion, magazines and so on. This way our designers are on trend or even developing a new trend. In the creative phase, designers develop digital designs for the customer (e.g. own collections or exclusives), selected by the customer or internal teams. Following internal validation and customer approval of hand samples, the process transitions to full-scale industrial production, ensuring consistent quality and adherence to environmental and performance criteria. The wallpaper production process begins with the careful selection of responsibly sourced raw materials and qualified suppliers, with a strong focus on sustainability, including the use of FSC-certified substrates. The R&D department defines and optimises technical specifications, evaluates material performance, and ensures compliance with applicable quality and fire retardancy standards through internal and external testing. Rolls are then packaged in optimised and recyclable packaging and stored in energy-efficient warehouses. Smart transport planning and certified logistics partners limit the CO₂ impact in the distribution phase. After delivery, after-sales service provides technical support and complaint analysis, with feedback flowing back to design, production, and purchasing to continuously improve our products and services.

\ 1.2.1 Upstream value chain Raw materials are delivered to The Wallfashion House via road transportation, specifically via trucks from suppliers that are mainly based in the EU. The main raw materials are substrates (which are non-woven or paper-based), PVC, plasticizer, inks, other chemicals and packaging material. The Wallfashion House also consumes energy sources like electricity and natural gas. Some entities, like Holden Decor and Ideco Italia, also sell wallpaper coming from other producers than The Wallfashion House. However, the production process of these products and the facilities are similar to those at The Wallfashion House plants. Wallsupply develops and sells 3D wall panels manufactured by third-party partners. The collection consists of products made from a wide range of materials, including concrete, expanded polystyrene, Asian teak wood, felt, ceramics, and more.

\ 1.2.2 Downstream value chain Finished products are transported to The Wallfashion House’s customers mainly by truck, via transport companies. The Wallfashion House’s customers are located worldwide and include DIY chains, specialised retail chains, independent retailers, editors and D2C.

We don’t add sustainability at the end of the chain. We build it in from the very first idea. 9

Our sustainability strategy

2. Our sustainability strategy 2.1 Double Materiality Analysis & Stakeholder Analysis 2.2 Three transversal must-win battles 2.3. Six main pillars 2.3.1 Pillar 1 - Own workforce 2.3.2 Pillar 2 - Customers, end-users and quality 2.3.3 Pillar 3 - Climate change 2.3.4 Pillar 4 - Air pollution 2.3.5 Pillar 5 - S ourcing & use of materials, circular economy, and waste 2.3.6 Pillar 6 - Business conduct

Our sustainability strategy

2.1 Double Materiality Analysis & Stakeholder Analysis In 2025, The Wallfashion House conducted a structured double materiality assessment to identify and prioritise

the sustainability topics most relevant to its business and stakeholders. The process followed the European Sustainability Reporting Standards (ESRS) framework and was built around four core phases: context mapping, identification of relevant sustainability matters and IROs (Impacts, Risks, and Opportunities), assessment of materiality, and final validation.

Double Materiality analyses

Financial materiality

Impact materiality

Sustainability and climate impact on our company’s financial performance.

Our company’s impact on people and planet.

Grandeco, A83201

\ 2.1.1 Context Mapping

\ 2.1.4 Validation of Material Matters

The first step involved defining the scope of the assessment, which covered The Wallfashion House’s direct operations as well as upstream and downstream value chain partners. This included key suppliers, key-stakeholders, and clients across various geographies. A stakeholder analysis was also conducted to identify both affected and financial stakeholders. This analysis guided the engagement plan, ensuring the inclusion of voices with insight into The Wallfashion House’s impact areas. Engagement methods included interviews and desk research, tailored to stakeholder sub-types based on ESRS 2.

The resulting assessments were reviewed by The Wallfashion House’s management team, which defined thresholds for materiality. IROs were considered material if they fell into the ‘high’ or ‘major’ financial materiality categories, or into ‘critical’ or ‘catastrophic’ categories of impact materiality. The final list of material topics was validated and confirmed in a dedicated board-level session, completing a rigorous and transparent materiality process (see annex 3.2).

\ 2.1.2 Identifying Relevant Sustainability Matters and IROs A longlist of sustainability matters was developed using ESRS 1 Appendix A, insights from industry associations and benchmarks, and materiality guidance from sustainable accounting standards board (SASB), covering sectors such as building products & furnishings, and pulp & paper products. IROs were identified through 4 internal interviews with management and board members, as well as 23 indepth interviews and desk research covering 9 key external stakeholders. This ensured a well-rounded perspective on ESG risks and opportunities across The Wallfashion House’s value chain. Our key customers defined GHG emissions, energy consumption & mix and resource inflows as the top three priorities to work on.

\ 2.1.3 IRO Assessment and Prioritisation Identified IROs were evaluated for their significance through a series of workshops. Internal stakeholders assessed environmental, social, and governance-related IROs based on severity, likelihood, scope, and scale, using ESRS-aligned scoring criteria. Complementary input from selected peers, suppliers and clients further supported the evaluation.

\ 2.1.5 Consolidating the material IROs in six strategic pillars that form the core of TWH’s sustainability strategy. \ Pillar 1 – Own workforce How The Wallfashion House builds a strong workplace that promotes inclusion and supports employee development, health, safety and wellbeing \ Pillar 2 – Customers, end-users and quality How The Wallfashion House ensures product quality and customer and end-user satisfaction. \ Pillar 3 – Climate change How The Wallfashion House addresses greenhouse gas emissions and energy consumption across assets, operations, products and logistics. \ Pillar 4 – Air pollution How The Wallfashion House addresses the prevention of air pollution generated by its production activities. \ Pillar 5 – Sourcing & use of materials, circular economy, and waste How The Wallfashion House addresses the responsible sourcing and use of raw materials and its waste management. \ Pillar 6 – Business conduct How The Wallfashion House ensures good governance and guarantees cybersecurity.

In addition to the six strategic pillars that will be explained in the following chapters, TWH has also defined three key transversal must-win battles that have a major impact on almost all pillars.

Our sustainability strategy

2.2 Three transversal must-win battles \ 2.2.1 MWB 1 – Increase the share of PVC- and plasticizer-free wallpaper Although vinyl wallpaper has an optimal price-quality ratio and an excellent performance in terms of scratch resistance and washability, the environmental impact and financial risk of manufacturing vinyl wallpaper should not be underestimated: \ High raw material intensity. The manufacturing of vinyl wallpaper requires quite a number of chemicals: PVC, plasticizers, solvents, fillers, foaming agents (e.g. ADCA which is classified as a Substance of Very High Concern (SVHC) by the European Chemicals Agency), fireretardant additives, etc. \ High energy intensity. To create a 3D structure in the vinyl layer of the wallpaper, a quite energy-intensive production step is required: the foaming of the PVC in a long oven at a temperature around 180-190°C. The ovens are directly or indirectly heated by the combustion of natural gas. During this foaming process, plasticizers and solvents evaporate. These vapours are guided towards thermal oxidizers via an exhaust system. These thermal oxidizers also consume large amounts of natural gas. \ Financial risk. Due to the use of high amounts of fossil fuel based raw materials and the high consumption of natural gas, the manufacturing cost of vinyl wallpaper is highly impacted in case of fossil fuel price increases or fluctuations. Another financial risk relates to the thermal oxidizers which are quite capital and maintenance intensive. The production of PVC-free wallpaper reduces or eliminates this environmental impact and risk TWH produces the following types of PVC- and plasticizer-free products:

\ Wallpaper without a coating: direct printing on nonwoven or paper. The manufacturing of this type of wallpaper eliminates all three impacts/risks mentioned above, as no fossil-oil-based coating is required, and neither long oven nor thermal oxidizers. \ Wallpaper with an eco-friendly coating (e.g. Eco-deco, Acrylic coating,…). The manufacturing of this type of wallpaper still requires fossil oil-based chemicals, but no plasticizers, solvents or substances of very high concern are required. A long oven to dry the coating is still required, but as no plasticizers or solvents are used, thermal oxidizers to treat hazardous vapours are not required. The main challenge is to develop and offer eco-friendly wallpaper with similar properties to vinyl wallpaper and to offer it at a similar price. Currently, the eco-friendly alternatives to PVC have lower performance (scratchability, washability,…) and have a higher manufacturing cost compared to vinyl wallpaper. TWH is committed to continuing to invest R&D resources in further improving the performance and manufacturing cost of wallpapers with eco-friendly coatings in order to grow this important product segment of PVC- and plasticizer-free products.

Rasch, Kids World II

\ 2.2.2 MWB 2 – Digital printing Analogue printing is still the most commonly used process to produce wallpaper. It has however some important limitations: \ Long change-over time. The time required to change over from one product to another is quite labourintensive, takes quite some time and results in a lot of waste of raw materials. \ Make-to-stock production. Due to the long changeover times, products are made to stock, as printing on-demand would result in too small batches and a too high manufacturing cost. At the end of the lifetime of an article, there is always a risk to end up with obsolete stock that can’t be sold and has to be disposed of as waste. \ Energy intensive process to dry inks. The water-based inks are dried by means of infrared or gas-powered heaters. \ Limitation in design. Due to the rotary printing principle (gravure or screen), there is a repeat in the design. \ Tooling required. For each new wallpaper design, a new set of expensive tooling is required. The manufacturing of rotogravure cylinders traditionally creates a significant environmental footprint. \ Limitations in process robustness. The complex process with many manually set process parameters, the variation in raw material properties, the variation in operator skills, etc. bring some challenges in terms of process robustness. As the wall covering market is evolving towards increased variety in designs (hence smaller production batches), personalised products, panoramic wallpaper,… digital printing becomes increasingly more important thanks to the following advantages: \ No change-over time, no waste when changing over from one design to another

\ Printing on demand, no stock required \ Very low energy consumption (e.g. by making use of LED curing of inks) \ No limitations in design \ No tooling required \ High process robustness, low reject levels Since 2017 we are pioneer in digital printing of panoramic repeatable wallpaper. TWH continued over the years to invest in this rapidly growing segment of digitally printed wallpaper

\ 2.2.3 MWB 3 – Rasch Polska: Next-generation plant Rasch Polska is TWH’s lighthouse factory for new production technology. New technologies are tested and scaled here before being rolled out to the other factories of the group. \ The Plant is completely PVC-free \ All inks are water-based \ 100% green energy (since 2026), including solar farm on site \ Careful selection of raw materials with recycled content (paper substrate, packing materials,…) \ Low waste rate by internally reusing residues generated in production \ Highly empowered and agile workforce, responding fast to new customer requirements \ Production of high-quality peel-and-stick decoration material (see further)

Our sustainability strategy

2.3 Six main pillars The Wallfashion House sustainability strategy is built on six main pillars:

\ 2.3.1 Pillar 1 - Own workforce \ 2.3.1.1 Why it matters A strong and engaged workforce is essential to The Wallfashion House’s long-term success, making this a highly important topic for the company. Labour shortages, especially for technical profiles, create recruitment challenges that can impact business continuity, while labour market pressure intensifies competition for talent. As people centricity is one of our core values, we invest in employee health and safety. Illness and absences can also lead to operational disruptions and increased costs. Furthermore, training and skills development are becoming increasingly important. New hires require significant in-house training and longer onboarding periods, strong learning and development opportunities

help position The Wallfashion House as an employer of choice. This not only strengthens talent attraction and retention but also enhances productivity, innovation, and the company’s overall competitive advantage. As of 2025, The Wallfashion House employs people from 17 different nationalities, with roles split between bluecollar (52%) and white-collar (48%) functions, and a gender composition of 69% male and 31% female. The age distribution shows a workforce concentrated in the 40-60 age bracket (58.1% combined), divided into 50-59 (35.9%), 40-49 (22.2%), 30-39 (21.7%), 20-29 (10.8%), over 60 (8.6%), and under 20 (0.8%) categories. Looking ahead, the Group recognises the importance of broadening gender representation and strengthening the pipeline of younger talent to support long-term workforce renewal and knowledge continuity. This vision is supported by three guiding principles, which are implemented consistently across all TWH locations: 1. Our approach on employee engagement & employer branding 2. Our approach on training and talent development 3. Health & safety and wellbeing

+60

8.6%

50-59

52% 48%

Blue-collar

White-collar

69% Male

31%

17 different nationalities within TWH

Female

35.9%

40-49

22.2%

30-39

21.7%

20-29 <20

10.8% 0.8%

\ 2.3.1.2 Our approach on employee engagement & employer branding The Wallfashion House strives to be recognised as a creative, people-oriented, and purpose-driven employer that combines craftsmanship with innovation. We celebrate our heritage in wallcoverings and design while embracing modern ways of working, inclusivity, and talent development. The Wallfashion House strives to be an employer of choice in the local surroundings of all its entities and takes several initiatives internally and within the local communities.

\ 2.3.1.3 Our approach on training and skills development The Wallfashion House (TWH) is committed to fostering a skilled and capable workforce by providing every employee with opportunities to learn, grow, and perform at their best in their role. The company’s training and skills development approach is anchored in a clear vision: to build a learning culture that supports talent development and professional growth, strengthens operational performance, and equips employees with the capabilities needed to meet evolving business and industry requirements. This vision is supported by two guiding principles which are consistently applied across all entities: 1. continuous learning, 2. development and performance management.

PRINCIPLE ON CONTINUOUS LEARNING. TWH recognises the importance of learning in enhancing performance, ensuring quality, and enabling employees to execute their tasks safely and effectively. TWH is committed to ensuring that every employee has access to training aligned with their role and development needs. The company promotes learning through a broad mix of formal, informal, and on-the-job training formats, which are included in an annual Training Plan. This includes technical skills training, such as site-specific training covering machine operating, quality, and safety procedures. Formal learning programmes such as certifications, language courses, and leadership development are also provided. Informal learning opportunities including job shadowing, cross-functional knowledge exchange, mentoring, and hands-on development during daily operations foster further learning within the organisation. Apprenticeship programmes (e.g. dual learning: ‘Auszubildender’ at Rasch), developed in partnerships with schools and certified training institutions, provide additional pathways for technical and professional talent development. TWH ensures that training is delivered responsibly, transparently, and without discrimination, supporting a fair and ethical work environment. The company evaluates

Our sustainability strategy

the effectiveness of training through skills application, job performance, and participant feedback, creating a structured feedback loop that strengthens accountability and supports continuous improvement. At TWH, we actively embrace and promote the use of AI across our business operations and day-to-day processes. We are committed to ensuring that AI is used in a responsible and ethical manner and that it does not expose the company to risks, such as the disclosure of sensitive information. To this end, an AI Policy has been established, and employees are provided with training to raise awareness and support the appropriate use of AI tools. Furthermore, within Grandeco, we have established a team of Digital Champions who are responsible for exploring AI use cases, exchanging insights and experiences, and sharing their learnings with other colleagues throughout the organisation.

Veerle Huyghe

PRINCIPLE ON DEVELOPMENT AND PERFORMANCE MANAGEMENT Training and skills development are closely integrated with TWH’s performance management and career planning. Employees receive structured feedback during annual performance reviews, and individual development plans may be created to align training activities with future roles and career ambitions. This forward-looking approach ensures that TWH not only meets current capability needs but also builds strong internal talent pipelines for technical, operational, and leadership positions. Many TWH employees have already followed a successful career path within the organisation.

Company

Grandeco

Start year

2005

Function titles (past + current)

From Technical Design employee (hand-sample printer & colorist) to Technical Design Coordinator.

“You’re never too old to learn. Grandeco believed in my knowledge and ambition, giving me the opportunity to specialise in new areas. Today, I coordinate the Technical Design Center, a role that makes me feel valued and appreciated. And I’m still eager to keep learning, growing, and taking on new challenges.”

Anna-Lena Baum

Company

Rasch DE

Start year

2023

Function titles (past + current)

From media designer apprentice to permanent employee in the PrePress and E-Commerce department and social media planning.

“I enjoy working at Rasch because trust, personal responsibility and team spirit are truly present here. The combination of creative freedom and strong team support makes working here special.”

Jarosław Musialski

Company

Rasch Polska

Start year

2011

Function titles (past + current)

From production operator to pre-production manager

“I must admit that I never expected to work in such an interesting industry, with such fantastic people.”

Joe Lightbown

Company

Holden Decor

Start year

2020

Function titles (past + current)

From temporary admin assistant to full time warehouse operative to Assistant Operation Manager.

“I am very grateful for being given these opportunities to develop. It’s motivating to work for a company that looks after its workforce and encourages internal growth.”

Guy Kandziora

Company

Wallsupply

Start year

2018

Function titles (past + current)

Guy started his career in 2018 in Customer Service. Next he became Office Manager and since 1.5 year he is our Data & Process Manager.

“Stay curious, keep learning, keep growing. I believe true progress comes from continuously developing new skills through learning by doing.”

Our sustainability strategy

\ 2.3.1.4 Approach on health, safety and wellbeing The Wallfashion House is committed to creating a work environment where every employee, contractor, and visitor can operate safely, confidently, and in good health. The company’s health, safety, and wellbeing approach is anchored in a clear vision: to strive for zero accidents, safeguard the physical and mental wellbeing of all individuals on-site (for instance the confidential counsellor at Grandeco), and embed safety as an integral part of everyday operations. Recordable employee accident rate changed from 1.70% (2024) to 1.30% (2025).

PRINCIPLE ON STRONG PREVENTIVE ACTION AND TRAINING The company systematically identifies, evaluates, and controls risks by conducting routine risk assessments across all processes and equipment. Appropriate control measures are implemented to eliminate or minimise hazards, while regular inspections and safety checks are carried out internally by the Safety Committee. External oversight by applicable external authorities further strengthens compliance and transparency. All employees receive regular health and safety training tailored to their roles, and site-specific instructions are provided by dedicated Health & Safety specialists in each production facility. Additional targeted training, covering machinery safety, emergency procedures, first aid, and fire prevention, ensures that every individual has the knowledge needed to act safely and responsibly.

PRINCIPLE ON CONTINUOUS IMPROVEMENT This principle is driven by incident reporting, monitoring, and corrective action. TWH maintains clear guidelines for reporting accidents and unsafe conditions. Every incident

is promptly investigated to identify root causes and prevent recurrence, and health and safety performance is periodically reported to the TWH management. This structured feedback loop embeds learning into daily operations and strengthens the overall safety culture.

PRINCIPLE ON HEALTH AND SAFETY COMPLIANCE TWH adheres to all relevant national and international laws, industry safety standards, and best practices. The company aligns its approach with ISO 45001 principles, using this globally recognised framework as a guideline to structure its way of working. This is put into practice via several procedures such as the permit to work, working at heights, LOTOTO and many other safety procedures. Employee health and wellbeing are an essential part of TWH’s approach. The company supports its workforce through occupational health programmes focused on ergonomics, mental wellbeing, and safe working practices. These programmes are currently in place in all entities. Vaccination programmes, such as flu or region-specific vaccinations, are also offered. To ease reintegration after illness or injury, return-to-work interviews are conducted to support employees and reduce the risk of recurrence. Ergonomics are important. Therefore we have occupational physician walk-throughs providing practical tips and adjustments, which we also share and reinforce through means of our internal communication channels, such as GrandeConnect for Grandeco or the Rasch Intranet. Another important topic is the right to disconnect. We ensure employees are not expected to be constantly available outside working hours.

Fire training at Grandeco

Our sustainability strategy

Another example is the possibility to lease a bike. To encourage more physical activity and to promote green mobility we offer the opportunity to lease a bicycle so employees can cycle to work on a regular basis. For instance, already 17% (2025) of the employees in Grandeco Tielt make use of this.

\ 2.3.1.5 Ambition for the future Our ambition is to build a high-performing learning organisation where continuous development, internal career growth, and digital innovation go hand in hand. By investing in our people, promoting responsible AI adoption, and creating opportunities for advancement, we aim to develop the skills and leadership capabilities needed to support both individual success and the long-term growth of TWH. By conducting regular employee engagement surveys, we seek to better understand the needs and experiences of our employees and take targeted actions to continuously strengthen engagement, wellbeing, and workplace satisfaction. TWH Group’s ambition is to build a unified employer brand across all our companies and brands that authentically reflects our core values. We ask every employee to actively embody these values in their daily work and interactions. On the subject of safety, we strive for zero accidents by improving machine safety, procedures and the behaviour of our employees.

Behind every wallcovering is a skilled, engaged team. Their development is the engine of our long-term success.

Lease a bike programme at Grandeco

People at the heart of a sustainable organisation

Passion for brand, product & innovation

Customer centricity

People oriented

Result driven

With this strong foundation, we can offer our clients a broad portfolio of premium wall decoration solutions that meet the highest standards for quality and design.

\ 2.3.2 Pillar 2 – Customers, end-users and quality \ 2.3.2.1 Why it matters As a leading player in the wall decoration market, The Wallfashion House considers quality a strategic priority This includes appropriate delivery performance, and strong customer service. Shortcomings in any of these areas may lead to costs related to product recalls and reputational damage. The Wallfashion House therefore maintains a consistent focus on quality.

\ 2.3.2.2 Our approach on customers, end-users and quality The Wallfashion House is committed to delivering highquality wallcovering solutions that meet customer expectations and comply with applicable regulatory and stakeholder requirements. The company aims to achieve high customer satisfaction through consistent product conformity, reliable delivery performance and effective customer service. This vision is guided by three key principles, applied consistently across all business units and production locations: 1. customer centricity 2. product quality assurance 3. operational reliability

PRINCIPLE ON CUSTOMER CENTRICITY TWH develops, produces and delivers customer-oriented products (such as the innovative virus-killing wallpaper, Atmosphere x Pure&Protect, or the peel-and-stick solution of Rasch in collaboration with a strategic partner) that enable its customers, including retailers, distributors and professional partners, to serve their end-users effectively.

Customer service processes are designed to ensure clarity, responsiveness and consistency. In the event of a quality complaint, TWH provides appropriate reporting channels and maintains a structured complaint-handling process overseen by the Quality Department of each production site. Each complaint is assessed objectively and addressed in line with TWH’s quality policy to support transparency, accountability and continuous improvement. This approach helps TWH comply with applicable legislation, industry standards and stakeholder expectations. This customer-focused approach helps ensure that customers receive reliable products and appropriate support, enabling them to provide positive experiences for their own clients. As part of its customer centric service approach, The Wallfashion House continues looking into digital tools and standardised data integration to support transparency, clarity and efficiency for B2B customers. A concrete example is the Rasch Data Service (RDS) platform, which enables customers to access reference product data, check stock availability, place orders and monitor order status through automated and structured data exchange. Once implemented, data flows can be aligned with customer-specific system requirements, allowing master data and order information to be exchanged in a consistent and reliable manner. Rather than replacing existing customer systems or processes, digital solutions are designed to complement established ERP, e commerce, PIM and data warehouse environments through standardised interfaces.

Our sustainability strategy

By enabling standardised and automated access to product and order information, this digital service reduces manual handling, supports more efficient customer processes, and contributes to transparency and consistency in customer interactions. This approach strengthens customer trust, supports long-term partnerships, and aligns with TWH’s commitment to customer-focused service and quality.

\ 2.3.2.3 Principle on ensuring product quality The Wallfashion House ensures product conformity through an ISO 9001-aligned way of working across all production facilities. The company commits to providing the necessary resources, expertise and infrastructure to maintain and continuously improve this system. Quality is embedded in all aspects of the business and performance is monitored through measurable data and clearly defined indicators. In addition, many production batches undergo further professional quality checks before storage, which provides an extra safeguard to ensure consistent product performance and high customer satisfaction. All products comply with applicable standards and carry recognised labels such as CE, EN 13501-1, A+/A/B/C and UKCA, supporting responsible sourcing, product safety and transparency.

\ 2.3.2.4 Principle on operational reliability Reliable delivery performance is crucial for achieving high levels of customer satisfaction. At TWH, we

continuously improve demand forecasting, strengthen planning processes and use data-driven systems to ensure appropriate delivery times and the accurate and timely fulfilment of orders. We support international customer accounts by offering contractual service levels, including defined delivery times and stock availability. Close coordination of people, processes and technology across the supply chain, from production planning to warehousing and logistics operations, contributes to operational reliability. This structured approach enables consistent performance and the development of long-term customer relationships. We monitor operational performance through defined key performance indicators, including on-time delivery rates, order fulfilment accuracy, and service-level performance. Collaborating with suppliers and logistics partners helps us maintain stable lead times and consistent service levels. These insights enable the continuous evaluation and improvement of supply chain effectiveness.

\ 2.3.2.5 Ambition for the future Looking ahead, The Wallfashion House will continue to stay closely connected to its customers and end-users, developing products that respond fully to their needs. We remain committed to delivering excellent service and to safeguarding consistent product quality at every stage of the product lifecycle. In doing so, we also aim to make our customers stronger within the wallcovering sector.

Initiatives to maintain and improve product quality: \ TWH applies a structured set of quality assurance actions at every stage of the product lifecycle: \ During new product development: • Early identification of potential technical issues by conducting a risk analysis. \ During prototyping • For all new products, a prototype is made to test the tooling, fix the colour recipes, etc. The prototype is formally approved before the product can go into production. \ During production: • First production runs to define all process parameters. • Enhanced quality controls at production lines to detect deviations early. • Continuous monitoring of process parameters during production to ensure stability and conformity. • Quality control after production.

\ During the use phase: • Clear instructions for end-users through labelling, product symbols, and technical guidance. • Practical advice provided in stores or through online resources such as tutorial videos, helping end-users apply and decorate walls correctly and safely. • These measures ensure not only product quality but also optimal user experience and reduced risk of incorrect installation. \ Quality control of master data \ Quality control of (after-sales) services

Our sustainability strategy

\ 2.3.3 Pillar 3 - Climate change

\ 2.3.3.2 Our approach on climate transition

\ 2.3.3.1 Why it matters

MAPPING & DESCRIBING CCF

As a wallfashion manufacturer, our climate impact is linked both to our own operations and production processes and to our and our partners’ activities in the value chain. While energy use and greenhouse gas emissions remain important considerations across our value chain, new technologies and alternative materials are opening the door to cleaner, more efficient ways of working. By understanding where our climate impact occurs, from printing techniques to the materials we source, we can make targeted improvements that reduce emissions, manage costs more effectively, and enhance long-term competitiveness.

Our approach on climate change starts with an in-depth understanding of the Corporate Carbon Footprint of our entire group. In 2024, TWH has mapped the complete CCF of the group, in line with the Greenhouse Gas Protocol. In 2025, this exercise was repeated.

Overview of GHG Protocol categories

SCOPE 1 Direct SCOPE 3 Indirect

Leased assets

Purchased goods/services

SCOPE 3 Indirect

Fixed combustion sources

Transport & distribution

Employee commuting

Business travels

Investments

Mobile combustion sources

Processing of sold products Franchises

Capital goods Operational waste

Transport & distribution

Process & Fugitive emissions

SCOPE 2 Indirect

Fuel/energy related

Leased assets

End of life for products

Purchased electricity, steam, heat & cooling

Upstream value chain

Use of sold products

TWH sites

Downstream value chain

In scope of TWH In scope but not material for TWH (=1%)

Our sustainability strategy

In 2025, TWH’s total CCF accounts for 111,216 t CO2e; Scope 1 and 2 account for 14% of the emissions, while Scope 3 accounts for 86% of the emissions with an 80-20 split between upstream and downstream.

68,8% Scope 3 Upstream

17,1% Scope 3 Downstream

Fossil emissions by activity (tCO2e)

been self-generated, by PV installations (0.7 GWh; 4.4%) and a CHP installation (1.0 GWh; 6.3%). As we don’t have ‘green electricity contracts’ in most of our sites, we have categorised the purchased electricity as ‘nonrenewable’, although quite an important share is generated by renewable sources (wind, solar,…). See table on page 30. Within Scope 3, the three most important categories are purchased goods and services (62.2%), end-of-life of the sold goods (16.4%) and upstream and downstream transport (15.4%).

8,9%

62.2%

Scope 1

Goods & Services

16.4%

5,3%

End-of-life of Product

Scope 2

11.9% Transport Upstream

ENERGY MIX (SCOPE 1 AND 2) Within Scope 1 and 2, stationary combustion of natural gas is the biggest contributor (61.6%) and is used to power the ovens of the wallpaper production lines (to foam the PVC), the thermal oxidizers to treat gaseous VOCs, the CHP (combined heat and power) installation in Grandeco Tielt and to heat factories and offices. Purchased electricity accounts for 37.2%. The remaining 1.1% relates to the use of fossil fuels of company cars.

Fossil emissions by activity (tCO₂e)

4.2% Energy Supply

3.5% Transport Downstream

1.0% Capital Goods

0.8% Others

Fossil emissions over time (tCO₂e) 120,000

115,139 tCO₂e

- 3.4%

111,216 tCO₂e

61,6% Stationary Combustion

37,2% Electricity

Fossil emissions by activity (tCO2e)

1,1% Mobile Combustion

Emissions (tCO₂e)

100,000 80,000 60,000 40,000 20,000 0

Y-2024

Y-2025

Scope 3 Upstream

Scope 1

Scope 3 Downstream

Scope 2

0,1% Fugitive Emissions

\ 2.3.3.3 Ambition for the future To correctly interpret the Scope 1 and Scope 2 greenhouse gas emissions, it is important to zoom in on the energy mix of TWH. In 2025, TWH’s total energy consumption amounts 69.0 GWh; the electricity consumption amounts 15.5 GWh (22.5%) and the consumption of fossil fuels 53.5 GWh (77.5%). Of the consumed electricity, 1.7 GWh (10.7%) has

In 2024 and 2025, TWH has focused on mapping the complete corporate carbon footprint of the entire group, alignment on definitions, data quality, etc. As a next step, TWH will set credible targets according to the rules of the Science Based Targets initiative (SBTi), work out a long-term road map and deploy this into well-defined projects and actions.

Our sustainability strategy

Renewable (MWh)

Non-renewable (MWh)

Total renewable and non-renewable (MWh)

Electricity purchased, from the grid

52.14

13,729.43

13,781.57

EV charging external - electric company cars

12.54

42.13

54.67

Self-generated electricity (PV panels, CHP plant,...) consumed

716.57

939.42

1,655.99

Self-generated electricity (PV panels CHP plant,...) injected on grid

41.95

29.75

71.70

Fuels - natural gas

0.00

52,548.65

Fuels - gasoil/diesel (not linked to transportation)

0.00

10.10

Fuels - propane

0.00

373.73

Fuels - diesel for company cars

0.00

201.42

Fuels - petrol for company cars

0.00

381.13

Electricity purchased

64.68

13,771.56

13,836.24

Self-generated electricity

716.57

939.42

1,655.99

0.00

53,515.02

781.25

68,226.00

69,007.25

Energy consumption & mix

Fuel - total Total energy consumption

\ Levers to reduce CCFT

Scope 1&2:

TWH’s approach to reduce greenhouse gas emissions is based on the following levers:

\ Energy reduction measures, to reduce gas and electricity consumption • Example: LED lighting \ Electrification: replacing combustion of fossil fuels (mainly natural gas) with electricity • Example: Replacement of CHP installation with sourcing of electricity \ Sourcing and generation of green electricity • Example: PV installation on the roof of the factory in Tielt • Since 1/1/2026: 100% green energy sourced in Tielt and Rasch Polska \ S&OP: optimised production planning to reduce the specific consumption of gas and electricity • Example: always running maximum number of lines on one thermal oxidizer

Scope 3:

Scope 1, 2 and 3:

\ Sourcing of raw materials with lower emission factors • Example: use of packaging materials with recycled content \ Use less materials/components: • Example: reduction of use of titanium dioxide in plastisol \ Improve the recyclability of wallpaper and other wallcovering products • Example: PVC-free products; direct printing on paper or non-woven \ Optimisation of the distribution network, packaging and transportation • Example: Combined shipments of goods from Rasch, Grandeco, Wallsupply to common customers

\ Growth of PVC-free products to reduce or avoid the gas consumption required for the foaming of PVC and the thermal oxidizers to treat the gaseous VOCs (see above: MWB 1) \ Growth in digital printing to reduce the energy intensity, use of raw materials and process waste (see above: MWB 2) \ Increasing the yield of raw materials by reducing process waste, internal reuse of leftovers, etc. • Example: reuse of ink leftovers at Rasch Polska

\ Evolution CCF From 2024 to 2025 the Corporate Carbon Footprint of TWH reduced from 115,139 t CO2eq to 111,216 t CO2eq (-3.4%). This is the combined effect of focused initiatives (see above), volume and mix effects.

Our sustainability strategy

\ 2.3.4 Pillar 4 - Air pollution \ 2.3.4.1 Why it matters Air pollution is an important topic for The Wallfashion House because it directly influences both our regulatory compliance and our operational reliability. As emission standards continue to tighten, companies are expected to meet increasingly stringent requirements. At the same time, air pollution can have an immediate operational impact: capacity issues or potential technical malfunctions in the thermal oxidizers may lead to production stoppages. By proactively addressing air pollution, we safeguard our environmental performance, secure our licence to operate, and ensure a more stable and efficient production process for the future.

\ 2.3.4.2 Our approach on air pollution prevention The Wallfashion House approaches air pollution prevention as a core element of responsible manufacturing and sustainable business growth. Its vision is to operate production facilities that protect the environment, safeguard employee health, and remain fully aligned with evolving regulatory expectations. This long-term commitment is grounded in three guiding principles with corresponding initiatives: strict compliance, structured monitoring, and continuous innovation across materials, technology, and design.

RINCIPLE ON STRICT AND FORWARD-LOOKING P COMPLIANCE TWH’s well-equipped production facilities operate with advanced environmental protection technologies designed to minimise emissions both inside and outside the facilities. The company ensures that all sites meet applicable environmental and chemical legislation, including SVHC and REACH requirements, and that they operate under valid environmental permits. Compliance also extends to location-specific obligations. In Bramsche, TWH adheres to the stringent German BImSchG legislation, which sets limits for noise, odour, dust, and atmospheric emissions. Where local context requires increased attention, such as operations in densely populated areas or situations where neighbouring communities raise concern, TWH implements additional measures to minimise environmental disturbance. By systematically monitoring regulatory developments, TWH anticipates future legal thresholds and takes timely action to ensure all sites remain compliant well ahead of regulatory change.

PRINCIPLE ON STRUCTURED MONITORING The company maintains a structured monitoring system to collect, track, and analyse air pollution data over time. These data are documented in internal air pollution accounting records and reported to authorities (see Annex B4). Independent verification of the air emissions at each production site reinforces credibility. The thermal oxidizers at Grandeco Tielt and Rasch Bramsche treat the plasticizer and solvent vapours coming from the production lines. Reliable operation of these thermal oxidizers is guaranteed by close monitoring and frequent preventive maintenance.

\ 2.3.4.3 Ambition for the future Principles of prevention at the source through innovation in materials, production methods and design

1. INNOVATION IN MATERIAL SOURCING AND APPLICATION TWH actively explores and evaluates more sustainable, less hazardous raw materials that can be safely integrated into the production process without compromising product quality. By replacing certain materials with environmentally preferable alternatives, the company directly reduces emissions generated during manufacturing. TWH only uses phthalate-free plasticizers and water-based inks in its gravure printing (with the exception of a very few special inks such as gold and silver inks).

2. PRODUCT AND PROCESS INNOVATION As the use of plasticizers and solvents in the production process of vinyl wallpaper is responsible for most of the air emissions (through the thermal oxidizers), TWH invests significant resources in the development and growth of PVC-free products, both in analogue and digital printing.

Clean air is a shared responsibility. By tackling emissions at the source and monitoring rigorously, we protect our people, our neighbours and our licence to operate.

TWH also attaches great importance to the indoor emissions of its products. All wallpaper collections have achieved the A+ indoor air emission label, demonstrating their contribution to improved indoor air quality.

Our sustainability strategy

\ 2.3.5 Pillar 5 - Sourcing & use of materials, circular economy, and waste \ 2.3.5.1 Why it matters

Association, providing transparent and independently verified information on environmental impacts across the product lifecycle.

The circular economy is a key strategic focus for The Wallfashion House, given its direct impact on our long-term resilience, cost structure and competitive positioning. Increasingly stringent regulations on raw materials such as chemicals, paper and PVC are contributing to rising operational costs and require us to continuously evaluate and implement more sustainable material alternatives.

At the same time, certain materials, particularly PVC, remain challenging to substitute without compromising key technical and performance characteristics. Addressing these constraints requires targeted innovation and ongoing technical adjustments within our production facilities in Tielt and Bramsche, while our facility in Poland already operates entirely without the use of PVC.

To support this transition, the environmental performance of our products is assessed using life cycle assessment methodologies. Where relevant, this is complemented by Environmental Product Declarations (EPDs) developed at industry level through IGI – The Global Wallcoverings

The development of more sustainable products, including solutions incorporating recycled content, creates additional opportunities in the market. At the same time, early signs of market pull are emerging: a growing number of retailers and project customers explicitly request recycled content or

We’re moving from ‘take, make, dispose’ to ‘design for circularity’: choosing recycled materials, cutting waste, and turning by-products into raw materials for others. 34

verified environmental credentials in their sourcing criteria. This demand remains concentrated in specific segments and is not yet sufficient to offset the price premium typically associated with more sustainable alternatives. However, broader adoption is dependent on customer willingness to accept higher price levels, which remains limited in mainstream segments.

\ 2.3.5.2 Our approach on responsible sourcing and use of materials The Wallfashion House pursues a responsible approach to sourcing and use of materials that supports its broader ambition to reduce environmental impact, strengthen supply chain integrity, and drive sustainable innovation across its product portfolio. This approach is guided by a clear vision: to source and manage materials in a way that preserves natural resources, enhances product circularity, and aligns with evolving regulatory requirements and market expectations. To achieve this, TWH applies three guiding principles which are embedded in procurement practices, product development, and supplier collaboration across the group:

Three guiding principles

RESPONSIBLE AND CERTIFIED SOURCING OF RAW MATERIALS

INNOVATION-DRIVEN PROGRESS TOWARDS MORE SUSTAINABLE MATERIALS

MAXIMISING RESOURCE EFFICIENCY (YIELD)

\ 2.3.5.3 Sourcing & efficient use of materials PRINCIPLE ON RESPONSIBLE AND CERTIFIED SOURCING OF RAW MATERIALS TWH aims to work closely with its suppliers to ensure that key raw materials increasingly meet recognised sustainability standards, comply with applicable regulations, and support the company’s environmental objectives. This includes a continued focus on sourcing certified and responsibly managed raw materials, such as FSC®-certified paper, FSC®-certified wood and woodbased materials, while improving traceability throughout the supply chain and exploring opportunities to increase the use of recycled and lower-impact materials where technically and aesthetically feasible. Depending on the product category, TWH also promotes the use of recycled wood-based materials and other sustainable substrates, supporting the efficient use of natural resources while maintaining high standards of quality, durability, and design. In addition, TWH recognises the importance of strengthening supplier engagement and transparency over time, including through clearer expectations, data exchange, and alignment with emerging due diligence and sustainability frameworks. This enables the company to progressively enhance the reliability, consistency, and impact of its responsible sourcing approach. TWH is actively preparing to ensure compliance with emerging European regulatory frameworks such as the EU Deforestation Regulation (EUDR) and the Packaging and Packaging Waste Regulation (PPWR). In parallel, TWH is assessing implications on packaging materials, with a focus on reducing packaging volumes, increasing recyclability, and supporting the transition towards more circular packaging solutions. While implementation is ongoing, these regulatory frameworks

Our sustainability strategy

From paper pulp ...

... to wallpaper

From plastic bottles ...

are increasingly integrated into supplier expectations and sourcing decisions, reinforcing the company’s commitment to compliant and future-proof procurement practices. To reinforce responsible practices across the value chain, TWH has rolled out a structured Supplier Code of Conduct across its supplier base. The Code is communicated to all suppliers, while a formal acknowledgement and signed commitment is prioritised for key suppliers based on spend and risk considerations. This approach supports a progressive alignment with TWH’s ethical, environmental and social standards, while enabling a focused and riskbased engagement strategy across the supplier base. See Pillar 6.

PRINCIPLE ON INNOVATION-DRIVEN PROGRESS TOWARDS MORE SUSTAINABLE MATERIALS TWH actively engages in research and development initiatives aimed at identifying and implementing new, more sustainable alternatives. These innovation efforts focus on reducing the environmental footprint of material inputs. Raw material selection is therefore closely linked to long-term product development strategies, positioning sustainability as a driver for both quality and market differentiation. One of the biggest challenges in this area is the substitution of PVC within the production process of wallpaper.

PRINCIPLE ON MAXIMISING RESOURCE EFFICIENCY (YIELD) Yield is an important KPI in TWH’s three factories; this KPI is deployed on the different levels in the organisation and closely monitored in the respective performance review meetings. TWH is continuously improving the processes and

activities in different areas to increase yield: \ Incoming quality control \ Prototyping and first production runs to minimise the risk of quality issues during the launch of new products \ Accurate dosing of raw materials going to the production lines to minimise leftovers \ Quick change-overs on the analogue production lines to minimise change-over waste \ Process control and well-trained operators to avoid poor quality and rejects \ Well-established S&OP processes to avoid obsolete stock of raw materials, semi-finished products and finished goods

\ 2.3.5.4 Our approach on circular economy RINCIPLE ON CIRCULAR PRODUCT P DEVELOPMENT, AND SOURCING OF RECYCLED MATERIALS TWH is shifting away from the “take, make, dispose” model and attaches very high importance to the principle of circular product development. During the product design phase, TWH maximises the use of recycled materials and the recyclability of the product by making conscious design and material choices. Some excellent examples of almost completely circular products are: \ Murafelt 3D acoustic wall panels: made from recycled PET \ Teak wood panels, made from scrap wood from the furniture industry \ Roomblush Recycled, printed on 100% recycled non-woven These principles of circularity also apply to the choice of

... to wall panels

From wood waste ...

... to wooden wall panels

packaging materials; we maximise the use of packaging materials with a high percentage of recycled content (e.g. cardboard boxes have a recycled content >97% (which is above the European average), shrink and stretch foils 30%).

PRINCIPLE ON RECYCLING INTERNAL LEFTOVERS Although TWH always aims to prepare the exact quantities of raw materials and producing the exact quantities of semifinished products in its production processes, leftovers are often unavoidable. To minimise waste, these leftovers are, however, internally recycled. A good example is the investment at Rasch Polska in a new

ink dosing station to maximise the internal recycling of ink leftovers. This has contributed to a significant reduction of ink waste.

DEVELOPING PRODUCTS TO ENABLE CIRCULAR PRINCIPLES AND EXTEND END-OF-LIFE OF INTERIOR OBJECTS TWH also develops and commercialises products that extend the lifetime of other interior objects. The most recent development is the result of a co-development with a strategic partner: a self-adhesive peel-and-stick décor product that can not only be used as wallpaper, but also as a means to upcycle old, worn interior objects.

For all new products, a prototype is made of the colour recipes,

Our sustainability strategy

\ Applications in small spaces

Our self-adhesive peel-and-stick décor product, a co-development with a strategic partner, used to upcycle old, worn interior objects.

\ 2.3.5.5 Our approach on waste management & disposal The Wallfashion House (TWH) pursues a waste management approach that supports its broader ambition to minimise environmental impact, preserve natural resources, and operate in line with circular economy principles. Its vision is to reduce waste generation at the source, maximise reuse and recycling opportunities, and ensure that all remaining waste streams are managed responsibly and in accordance with regulatory requirements. To achieve this vision,

TWH follows three guiding principles: waste prevention first, responsible handling of all waste types, and water stewardship.

PRINCIPLE ON WASTE PREVENTION: FOCUSES ON ELIMINATING OR REDUCING WASTE VOLUMES WHEREVER POSSIBLE As explained in previous chapters, TWH aims to limit waste generation throughout its production processes by optimising resource and material efficiency and improving process control, while lowering its environmental impact. TWH actively seeks opportunities to reuse materials internally before they become waste, which reduces the need for virgin materials and minimises waste output. Monitoring and recording all waste streams enables the company to detect trends, evaluate performance, and continuously refine its waste reduction practices.

RINCIPLE ON RECYCLING AND RESPONSIBLE P DISPOSAL

First prize for Rasch “TAPETE DES JAHRES 2026”

TWH sorts and recycles waste in accordance with legal requirements and works to optimise disposal routes to reduce environmental impact and cost. The company actively explores and implements new recycling routes. Hazardous waste is strictly controlled: TWH regularly monitors hazardous waste streams and evaluates alternative resources that generate less hazardous output. Hazardous waste is safely stored in dedicated containers at each production facility and managed through certified

specialist partners, ensuring full legal compliance and safe treatment. TWH’s waste amounts to 2,762 tonnes, of which 2,661.1 tonnes (96.3%) is non-hazardous waste. Of this nonhazardous waste, 82% is recycled by waste processing companies. TWH’s production processes also generate by-products that are used as raw materials by other industries (e.g. for manufacturing of shoes, doors, carpets,…). We continuously look for new opportunities to upcycle byproducts or waste into raw materials for other industries.

PRINCIPLE ON WATER STEWARDSHIP The company is committed to responsible water stewardship, focusing on the continuous improvement of water efficiency and the reduction of environmental impact associated with water use. Water withdrawals, consumption, and discharges are systematically monitored, and best available techniques are applied across operations.

\ 2.3.5.6 Ambition for the future TWH is committed to the continuous improvement of its waste management practices, with the objective of reducing hazardous waste streams and increasing the recyclability and reusability of materials, in alignment with circular economy principles.

WallSupply XPS Flow Line Cashmere, article number 20430811

Our sustainability strategy

\ 2.3.6 Pillar 6 - Business conduct Strong business conduct is essential for The Wallfashion House (TWH) as it safeguards the company’s financial stability, integrity, and long-term resilience. Operating across international markets requires strict ethical standards, careful oversight, and transparent decision-making. At the same time, growing cybersecurity threats pose additional risks to commercial transactions and business continuity. By upholding strong business conduct and robust cybersecurity practices, TWH strengthens stakeholder trust, and ensures responsible and sustainable business performance.

The Code applies to all employees, management, and business partners, and guides responsible behaviour in daily operations. It covers key areas such as human rights and fair working conditions, health and safety, fair competition and anti-corruption, environmental responsibility, product integrity, data protection, confidentiality, and responsible communication. Mechanisms for reporting concerns ensure transparency and reinforce a culture of integrity. The TWH Whistleblower Policy outlines the procedure for reporting unethical or improper behaviour, ensures protection from retaliation for good-faith reports, and guarantees confidential reporting and investigation.

\ 2.3.6.2 Our approach on business ethics and corporate governance

RINCIPLE ON DIGITAL RESPONSIBILITY AND P SECURE BUSINESS OPERATIONS

The Wallfashion House is committed to conducting its business with integrity, transparency, and respect for people, society, and the environment. For TWH, strong business conduct is essential to safeguarding the company’s long-term resilience, nurturing trusted relationships, and enabling excellence across all activities, ranging from design through procurement and production to partnerships, sales, and customer service. This commitment is anchored in a clear vision: to ensure that ethical behaviour, responsible leadership, and robust governance practices guide every decision and interaction within the organisation. TWH’s business conduct approach is built on four core principles: ethical behaviour, digital responsibility, compliant data management and ethical sourcing, supported by concrete policies and daily operational practices that reinforce accountability, trust.

The safeguarding of TWH’s digital infrastructure is a critical element of responsible business conduct. The company’s Cybersecurity Policy protects essential assets such as digital design tools, customer information, and proprietary collections. By proactively addressing cybersecurity risks, TWH prevents business interruptions, secures intellectual property, and ensures the continuity of safe and reliable operations. TWH’s AI Policy ensures responsible use of AI tools within the organisation.

\ 2.3.6.1 Why it matters

RINCIPLE ON ETHICAL BEHAVIOUR AND P RESPONSIBLE DECISION-MAKING The foundation of TWH’s business conduct is its Code of Conduct, which reflects the company’s values.

RINCIPLE ON ETHICAL AND COMPLIANT DATA P MANAGEMENT TWH is committed to managing all personal and business data in full compliance with applicable regulations. The company’s GDPR Policy ensures that data is collected, processed, and stored lawfully, transparently, and for legitimate purposes. It promotes strict data minimisation, secure storage practices, access controls, and defined retention procedures. Regular reviews strengthen accountability and help maintain a high level of privacy awareness across all entities and departments.

RINCIPLE ON ETHICAL SOURCING AND SUPPLIER P RELATIONSHIPS TWH sources predominantly within the European Union, prioritising supply chain reliability, regulatory compliance and alignment with European labour and social standards. This regional sourcing approach contributes to operational resilience while mitigating legal, environmental and social risks across the value chain. This regional sourcing approach also supports more efficient inventory management and transport optimisation. Shorter and more predictable supply chains enable improved lead time reliability, reduced safety stock requirements and greater flexibility in responding to demand fluctuations. In addition, proximity to suppliers contributes to lower transport distances and associated emissions, while reducing exposure to logistical disruptions. As such, TWH’s sourcing strategy not only mitigates regulatory and sustainability risks, but also strengthens operational efficiency and supply chain resilience. In this context, TWH recognises the importance of ethical sourcing and responsible supplier relationships to safeguard human rights, fair working conditions, health and safety, environmental responsibility and product integrity. At present, supplier expectations in these areas are embedded through a combination of supplier selection criteria, customer driven audit requirements and existing governance and compliance processes. In addition, TWH applies sanctions screening and trade compliance checks, particularly for higher-risk regions, to ensure that business partners and transactions comply with applicable EU and international regulations. Reporting channels are in place to report concerns or misconduct, supported by a whistleblower framework that ensures the confidential and secure handling of good faith reports. To further formalise and strengthen its approach, TWH has established a Group wide Supplier Code of Conduct, which sets out clear expectations for suppliers in relation to ethical business conduct, human rights, environmental responsibility, and compliance with applicable laws and regulations. The Code provides a structured and consistent framework for supplier relationships across the Group and is embedded within procurement practices, supplier onboarding, and ongoing supplier engagement. It supports a more harmonised approach across entities while building on existing governance and compliance processes already in place. In practice, the Code is applied through a risk-based approach, with particular focus on key suppliers and higher-risk categories. It is complemented by existing measures such as supplier assessments, compliance

checks, and customer-driven audit requirements, thereby reinforcing transparency, accountability, and alignment with recognised sustainability and due diligence standards throughout the value chain. In parallel, TWH is increasingly embedding sustainability considerations into procurement decisions. For example, the transition towards sourcing materials produced using renewable energy demonstrates how procurement can contribute directly to reducing product level emissions and improving environmental performance. Furthermore, TWH actively engages with selected suppliers to enhance transparency on environmental impact, explore more sustainable material alternatives and support suppliers in their own sustainability transition. This approach reflects a broader ambition to move from compliance-driven sourcing towards a more impact-driven model of supplier engagement.

\ 2.3.6.3 Ambition for the future TWH aims to further strengthen and operationalise its responsible sourcing framework by deepening supplier engagement and enhancing the consistency of its approach across all entities. This includes the continued development of a structured, risk-based due diligence approach, with particular focus on higher risk regions, critical suppliers and key raw materials. In parallel, TWH seeks to further reinforce its monitoring and follow up mechanisms, including supplier assessments, audit practices and the management of corrective actions, where relevant. Through these efforts, TWH continues to embed ESG criteria more structurally into procurement decision making and to improve transparency, traceability and accountability across its supply chain, supporting a gradual transition towards a more impact-driven model of supplier collaboration.

Integrity is not a policy. It is the way we work, every day, with every partner, across every border. From the contracts we sign to the data we protect, from the suppliers we choose to the way we handle a complaint. Good conduct is not the baseline. It is the standard we hold ourselves to, always. 41

Our sustainability strategy

3. Annexes

3.1 Legal entities / addresses 3.2 Description of our Double Materiality Analysis 3.3 VSME Index 3.4 Indicators

Annexes

3.1 Legal entities | addresses Legal entities

Sites, addresses and geolocations

Legal entities

Sites, addresses and geolocations

(*) office closed in 2025

Grandeco Wallfashion Group Belgium NV Site

Registered office

Geolocation

Grandeco Tielt

Wakkensesteenweg 49, 8700 Tielt, Belgium

50.9794, 3.3450

Grandeco sales office France

HOME OFFICE 3087 Rue de la Gare, 59299 Boeschepe, France

50.8215, 2.6708

Grandeco sales office Germany

Braunsberger Feld 12, 51429 Bergisch Gladbach, Germany

50.9918, 7.2003

Grandeco sales office Poland

Office: Orbita business park, Grudziądzka 46-48, 87-100 Toruń, Poland Registered address: Rondo Daszyńskiego 2B, 00-843 Warszawa, Poland

Office: 52.2294, 20.9849

Grandeco sales office UK

Office: Unit C1, 2nd floor, Pear Mill Industrial Estate, Stockport Road West, Lower Bredbury, Stockport SK6 2BP, United Kingdom Registered address: 4th Floor, 95 Gresham Street, London EC2V 7AB, United Kingdom

Office: 53.4138, -2.1336

Grandeco sales office Russia

Russia, 125171 Moscow, int. ter. Municipal District Voykovsky Leningradskoe shosse 16A bld 3, floor 3, room 112

55.8223, 37.4995

Holden Decor Ltd.

Grimshaw St, Darwen BB3 2QJ, United Kingdom

53.6860, -2.4594

Wallsupply B.V.

Wenckebachstraat 2a, 6466 NC Kerkrade, The Netherlands

50.8599, 6.0105

Ideco Italia S.R.L.

Via Piave, 11, 21057 Olgiate Olona VA, Italy

45.6264, 8.8838

Rasch Wallfashion Group Germany GMBH Site

Registered office

Geolocation

Rasch Bramsche

Raschplatz 1, 49565 Bramsche, Germany

52.4061, 7.9925

Rasch Polska OPCO sp. z.o.o.

Prosta 19, 72-100 Łozienica, Poland

53.4855, 14.4029

Rasch sales office France

11 Rue de la Bonne Rencontre Zae, 77860 QUINCY VOISINS, France

48.9074, 2.8820

Rasch sales office BENE

HOME OFFICE Jan van Rijswijcklaan 10, 2018 Antwerpen, Belgium

51.1985, 4.4098

Rasch sales office Germany

Raschplatz 1, 49565 Bramsche, Germany

52.4061, 7.9925

Rasch sales office Poland

Szczecinska 1F, 72-003 Dobra, Poland

53.4855, 14.4029

Rasch sales office Russia*

ul. Novgorodskaya 1, korp. B, of. 411, 127576 Moskau, Russia

55.8900, 37.5799

3.2 Description of our Double Materiality Analysis Impact material

Impact & financial material

\ E1 GHG emissions \ E1 – energy consumption and mix Not material

Financial material

\ E2 Soil pollution and substances of (very high) concern and

\ E2 air pollution of own operations

microplastics and pollution in the value chain

\ E3 Water

\ E5 resource inflows and waste generation & prevention in own operations

\ E4 Biodiversity

\ G1 business ethics & corporate governance

\ E5 Product outflows

\ S1 labour practices in own operations and health, safety

\ S1 Inclusion & diversity \ S2 Workers in the value chain

& wellbeing in own operations and training & skills development in own operations

\ S3 Affected communities \ S4 Consumers & end-users

Annexes

3.3 VSME Index The following table details all VSME disclosure requirements (basic + comprehensive module). Where the disclosure is addressed in the report, we indicate the relevant section. For (mandatory) disclosures not included in the body of the report, this table contains a concise answer.

VSME Basic module

Reference to Chapter

Comment

B1 – Basis for preparation

About this report

Turnover (disclosure 24(e)(iv)) has been omitted due to sensitive character

B2 – Practices, policies and future initiatives for transition towards a more sustainable economy

Our sustainability strategy

See also C2 below for more detailed referencing

B3 – Energy and greenhouse gas emissions

Pillar 3 – Climate change

Carbon intensity (disclosure 31) has been omitted due to sensitive character

B4 – Pollution of air, water and soil

Pillar 4 – Air pollution

Water and soil pollution are not considered material topics for TWH.

B5 – Biodiversity

Biodiversity is not considered a material topic for TWH

B6 – Water

Water is not considered a material topic for TWH

Total water withdrawal

17,323 m³

Total water withdrawal at sites of high-water stress

TWH does not have sites in high-water stress

Water consumption (if significant)

TWH does not have processes that consume significant amounts of water

B7 – Resource use, circular economy and waste management

Pillar 5 – Circular economy

B8 – Workforce – general characteristics

Pillar 1 – Own workforce

B9 – Workforce – health and safety

Pillar 1 – Own workforce

B10 – Workforce – remuneration, collective bargaining and training

Pillar 1 – Own workforce

B11 – Convictions and fines for corruption and bribery

Pillar 6 – Business conduct

VSME Comprehensive module

Reference to Chapter

C1 – Strategy: Business Model and sustainability related initiatives

What ESG means for The Wallfashion House

Comment

C2 – Description of practices, policies and future initiatives for transitioning towards a more sustainable economy Climate change

Pillar 3 – Climate change

Air pollution

Pillar 4 – Air pollution

Water and marine resources

Water and marine resources is not a material topic for TWH

Biodiversity

Biodiversity is not a material topic for TWH

Circular economy

Pillar 5 – Circular economy

Workers in the value chain

Pillar 6 – Business conduct

Own workforce

Pillar 1 – Own workforce

Affected communities

Consumers and end-users

Pillar 2 – Customers, endusers and quality

Business conduct

Pillar 6 – Business conduct

C3 – GHG reduction targets and climate transition

Pillar 3 – Climate change

C4 – Climate risks

Pillar 3 – Climate change

C5 – Additional (general) workforce characteristics

Pillar 1 – Own workforce

C6 – Additional own workforce information – Human rights policies and processes

Pillar 1 – Own workforce

C7 – Severe negative human rights incidents

Pillar 1 – Own workforce, Pillar 2 – Customers, endusers and quality Pillar 6 – Business conduct

Workers in the value chain is not a material topic for TWH

Affected communities is not a material topic for TWH

C8 – Revenues from certain sectors and exclusion from EU reference benchmarks Revenues from specific sectors: controversial weapons, tobacco, fossil fuel, chemicals production

TWH is not active in controversial weapons, tobacco, fossil fuel sector or chemicals productions

Exclusion from EU benchmarks

TWH is not excluded from any EU reference benchmarks

C9 – Gender diversity ratio in the governance body

Pillar 6 – Business conduct

Annexes

3.4 Indicators \ 3.4.1 B3 – Energy and greenhouse gas emissions \ 3.4.1.1. Energy consumption and mix (MWh)

2024

Renewable (MWh)

Total renewable and nonrenewable

Renewable (MWh)

Nonrenewable (MWh)

Total renewable and nonrenewable (MWh)

Electricity purchased, from the grid

80,55

12.256,07

12.336,62

52,14

13.729,43

13.781,57

EV charging external electric company cars

9,34

43,02

52,36

12,54

42,13

54,67

Self-generated electricity (PV panels, CHP plant,...) consumed

623,55

2.898,86

3.522,41

716,57

939,42

1.655,99

Self-generated electricity (PV panels CHP plant,...) injected on grid

36,52

138,92

175,44

41,95

29,75

71,70

Fuels - natural gas

0,00

58.147,71

0,00

52.548,65

Fuels - gasoil/ diesel (not linked to transportation)

0,00

10,10

0,00

10,10

Fuels - propane

0,00

442,69

0,00

373,73

Fuels - diesel for company cars

0,00

429,07

0,00

201,42

Fuels - petrol for company cars

0,00

391,28

0,00

381,13

Electricity purchased

89,89

12.299,09

12.388,98

64,68

13.771,56

13.836,24

Self-generated electricity

623,55

2.898,86

3.522,41

716,57

939,42

1.655,99

0,00

59.420,85

0,00

53.515,03

713,44

74.618,80

75.332,24

781,25

68.226,01

69.007,26

Fuels - total Total energy consumption

Nonrenewable (MWh)

2025

\ 3.4.1.2. GHG emissions (t CO2 eq)

2024

Activity Category

Fossil Emissions tCO₂e

2025

Certainty (95% Confidence)

Share of Total %

Fossil Emissions tCO₂e

Certainty (95% Confidence)

Share of Total %

Scope 1

10.962,74

–3% to +3%

9,5%

9.883,87

–3% to +3%

8,9%

1.1 Stationary Combustion

10.744,33

–3% to +3%

9,3%

9.699,27

–3% to +3%

8,7%

1.2 Mobile Combustion

217,39

–2% to +2%

0,2%

176,90

–2% to +2%

0,2%

1.4 Fugitive Emissions

1,02

–55% to +124%

0,0%

7,70

–55% to +124%

0,0%

Scope 2

5.780,75

–14% to +17%

5,0%

5.862,98

–14% to +17%

5,3%

2.1 Electricity market-based

5.780,75

–14% to +17%

5,0%

5.862,98

–14% to +17%

5,3%

2.1 Electricity location-based

3.166,51

–

3.182,66

–

Scope 3 Upstream

78.616

–10% to +11%

68,3%

76.495,22

–10% to +11%

68,8%

3.1 Goods & Services

61.868,88

–13% to +14%

53,7%

59.412,64

–12% to +14%

53,4%

3.2 Capital Goods

479,44

–30% to +42%

0,4%

962,33

–26% to +35%

0,9%

3.3 Energy Supply

4.137,60

–7% to +7%

3,6%

3.988,21

–7% to +8%

3,6%

3.4 Transport Upstream

11.339,41

–8% to +8%

9,8%

11.375,07

–7% to +7%

10,2%

3.5 Waste

261,93

–29% to +41%

0,2%

263,68

–33% to +50%

0,2%

3.6 Business Travel

134,25

–16% to +20%

0,1%

131,21

–18% to +22%

0,1%

3.7 Commuting

394,49

–18% to +23%

0,3%

362,08

–18% to +23%

0,3%

Scope 3 Downstream

19.779,89

–16% to +20%

17,2%

18.973,51

–16% to +19%

17,1%

3.9 Transport Downstream

3.335,77

–10% to +11%

2,9%

3.312,82

–9% to +9%

3,0%

3.12 End-of-life of Product

16.444,12

–19% to +24%

14,3%

15.660,69

–19% to +24%

14,1%

3.10 Processing of Product

–

Total Fossil GHG Emissions

115.139,38

–8% to +8%

100,0%

111.215,58

–8% to +8%

100,0%

The total and subtotal emissions in this report include electricity emissions using the market-based method.

Annexes

\ 3.4.2 B4 – Pollution of air, water and soil

Is the undertaking already required by law or other national regulations to report to competent authorities its emissions of pollutants, or does it already voluntarily report on them according to an Environmental Management System?

YES

Is this disclosure already publicly available?

Please select the unit used for reporting the amount (i.e. either kg or tonnes)

2024

2025

Emission to air (amount)

Unit of measurement Pollutant

Emission to air (amount)

Unit of measurement

Air pollution

Pollutant

Carbon monoxide (CO)

24.589,79 kilograms (kg)

Carbon monoxide (CO)

17.138,07 kilograms (kg)

Nitrogen oxides (NOx/ NO2)

29.307,96 kilograms (kg)

Nitrogen oxides (NOx/ NO2)

29.549,97 kilograms (kg)

Sulphur oxides (SOx/ SO2)

2.161,48 kilograms (kg)

Sulphur oxides (SOx/ SO2)

3.476,84 kilograms (kg)

Total organic carbon (TOC) (total C or COD)

9.376,28 kilograms (kg)

Total organic carbon (TOC) (total C or COD)

7.160,15 kilograms (kg)

Dust

Total

187,08 kilograms (kg) 65.622,59 kilograms (kg)

Dust

657,00 kilograms (kg) 57.982,03 kilograms (kg)

Comments: \ Significant fluctuations were observed in the results at the different measurement moments during the year. In 2026, it will be assessed how to better ensure that measurements are carried out under comparable production conditions. \ The parameters analysed depend on local legislation; it will be assessed in 2026 whether it is relevant to further align the parameters across the production sites.

\ 3.4.3 B7 – Resource use, circular economy and waste management 2024

2025

Row ID Name of the key material

Mass/Volume

Total annual mass-flow of relevant materials used (mass in kg)

18.990.580

17.861.783

2024

Unit of measurement

Waste diverted to recycle or reuse

Waste directed to disposal

Total waste recycled, reused and directed to disposal

Total Hazardous waste generated

kilograms (kg)

76.197

Total Non-Hazardous waste

kilograms (kg)

2.396.346

544.999

2.941.345

Total waste generated (mass)

kilograms (kg)

2.396.346

621.196

3.017.542

Waste

Type of waste

Total amount of waste generated

2025

Unit of measurement

Waste diverted to recycle or reuse

Waste directed to disposal

Total waste recycled, reused and directed to disposal

Total Hazardous waste generated

kilograms (kg)

7.581

93.256

100.837

Total Non-Hazardous waste

kilograms (kg)

2.182.551

479.041

2.661.592

Total waste generated (mass)

kilograms (kg)

2.190.132

572.297

2.762.429

Waste

Type of waste

Total amount of waste generated

Annexes

\ 3.4.4 B8 – Workforce – General characteristics

2024 Type of contract

2025

Number of employees (full-time equivalents)

Permanent contract [KT1.1]

579.79

551.81

Temporary contract

9.00

7.00

Total employees

588.79

558.81

2024

2025

Gender

Number of employees (full-time equivalents)

Male

397.40

380.35

Female

191.39

178.46

Other

0.00

Not reported

0.00

Total employees

588.79

558.81

2024

2025

Gender

Employee turnover rate

Number of employees who left during the reporting period

159.5

53.9

Number of employees at the beginning of the reporting period

702.12

590.88

Number of employees at the end of the reporting period

590.88

559

Employee turnover rate [%] in the reporting period

24.71%

10%

2024

2025

\ 3.4.5 C5 – Additional (general) workforce characteristics

Gender

Additional workforce characteristics

Number of male employees at management level

Number of female employees at management level

3.9

4.9

Female-to-male ratio at management level for the reporting period

30%

40.8%

\ 3.4.6 B10 – Workforce – Remuneration, collective bargaining and training

2024

2025

Employees receive pay that is equal or above applicable minimum wage determined directly by the national minimum wage law or through a collective bargaining agreement

YES

Average gross hourly pay level of male employees (amount in €)"

26.86

27.86

Average gross hourly pay level of female employees (amount in €)”

24.62

25.03

Percentage gap in pay between the undertaking’s female and male employees [%]

8.33%

10.14%

Percentage of employees covered by collective bargaining agreements [%]

69%

83.33%

\ 3.4.7 B10 – Workforce – Remuneration, collective bargaining and training Number of annual training hours per employee during the reporting period 2024

2025

Male

128.78

115.84

Female

255.02

247.98

Other

0.00

Not reported

0.00

2024

2025

Number of recordable work-related accidents in the reporting period

10.00

8.00

Number of hours worked by one full-time employee in the reporting period

1,847.97

1822.91

1,088,065.52

1,122,913.00

Rate of recordable work-related accidents in the reporting period

1.70%

1.30%

Number of fatalities as a result of work-related injuries and workrelated ill health

0.00

\ 3.4.8 B9 – Workforce – Health and safety (TWH)

Total number of hours worked in a year by all employees in the reporting period

Annexes

\ 3.4.9 C6 – Additional own workforce information - Human rights policies and processes 2024

2025

YES

child labour

YES

forced labour

YES

human trafficking

YES

discrimination

YES

accident prevention

YES

other? (if yes, specify)

Confidentiality, no conflicts of interest, no bribery and corruption, fair competition, conscientious data conduct

YES

2024

2025

child labour

forced labour

human trafficking

discrimination

other? (if yes, specify)

Specify other human rights related to the confirmed incidents

Description of actions taken to address the confirmed incidents. May (optional)

Is the undertaking aware of any confirmed incidents involving workers in the value chain, affected communities, consumers and end-users?

Specification of any confirmed incident involving workers in the value chain, affected communities, consumers and end-users

Does the undertaking have a code of conduct or human rights policy for its own workforce? If yes, does this cover:

Does the undertaking have a complaint-handling mechanism for its own workforce?

\ 3.4.10 C7 – Severe negative human rights incidents

Does the undertaking have confirmed incidents in its own workforce? If yes, are incidents related to:

\ 3.4.11 C9 – Gender diversity ratio in the governance body 2024

2025

Does the undertaking have a governance body in place?

YES

Number of female board members at the end of the reporting period

Number of male board members at the end of the reporting period

Gender diversity ratio in governance body

2024

2025

Has the undertaking incurred in convictions and fines in the reporting period?

Total number of convictions for the violation of anti-corruption and anti-bribery laws

Total amount of fines for the violation of anti-corruption and antibribery laws (monetary amount) in

\ 3.4.12 B11 – Convictions and fines for corruption and bribery In case of convictions and fines in the reporting period, the undertaking shall disclose the number of convictions, and the total amount of fines incurred for the violation of anticorruption and antibribery laws.

Our sustainability strategy

4. Closing note

This report is not an end point. It is a starting point for a more structured and measurable journey. We would like to thank all employees, partners, and stakeholders who have contributed to this first consolidated effort. Their engagement and insights are essential in shaping our path forward. Together, we are building The Wallfashion House of the future: innovative, responsible, and resilient.

WallSupply UltraWood Teak Bologna – FSC® 100% (FSC Certificate No. SGSCH-COC-030118), article number 227604102

www.thewallfashionhouse.com

Grandeco Wallfashion Group Belgium Wakkensesteenweg 49 Industriepark Zuid 8700 Tielt Belgium +32 (0)51 42 47 11 www.grandecogroup.com

Rasch Wallfashion Group Germany GMBH Raschplatz 1 D-49565 Bramsche Germany +49 (0)5461 81 10 info@rasch.de www.rasch.de

Holden Decor Ltd Grimshaw Street, Darwen, BB3 2QJ United Kingdom +44 (0)1254 773114 info@holdendecor.co.uk www.holdendecor.co.uk

Wallsupply B.V. Wenckebachstraat 2A, 6466 NC Kerkrade, Nederland +31 (0)46 451 0213 info@wallsupply.com www.wallsupply.com