Agility Global's
Global Reporting Initiative (GRI) Index

Name of organization has reported in accordance with the GRI

Standards for the period [reporting period start and end dates.

Agility Global has reported in accordance with the GRI Standards for the period 01 January – 31 December, 2024.

GRI 1: Foundation 2021

GRI 1: Foundation 2023

Titles of the applicable GRI Sector Standards.

Agility Global is a multi-business owner and operator and long-term investor. In accordance with the GRI list of sectors and the GRI sector program, Agility Global’s main sectoral focus is:

• Trading, distribution and logistics.
• Transportation infrastructure.
• Asset management.

• Real Estate Management & Development – Diversified Real Estate Activities.
• Transportation – Airport Services.
• Energy – Oil & Gas Storage & Transportation.
• Financials – Multi-sector holdings.

a. Report its legal name

Agility Global PLC.

b. Report its nature of ownership and legal form

Agility Public Warehousing Company KSCP (Agility) is the controlling shareholder of Agility Global with a 51% stake, while 49% is a free float — freely traded by public shareholders on the stock market. In 2024, Agility Global was listed on the Abu Dhabi Securities Exchange (ADX). 

c. Report the location of its headquarters

Abu Dhabi. 

d. Sub-sector(s) and Micro-sector(s)

8633 – Real Estate Holding & Development(Real Estate Investment & Services); 2791 – Business Support Services (Support Services).

e. Report its countries of operation.

Agility Global and its subsidiaries operate in more than 70 countries across six continents, with 44% of employees in the Middle East, Africa, and Asia, and 56% across Europe and the Americas, including Latin America.

a. List all its entities included in its sustainability reporting.

b. If the organization has audited consolidated financial statements or financial information filed on public record, specify the differences between the list of entities included in its financial reporting and the list included in its sustainability reporting.

In our sustainability reporting, we focus on the companies considered material relative to our identified material sustainability issues, with a heavy emphasis on social and environmental impact.

c. If the organization consists of multiple entities, explain the approach used for consolidating the information, including:

Our sustainability reporting includes consolidated information from the in-scope Agility Global businesses. Consolidated data and information from those entities are included here.

i. whether the approach involves adjustments to information for minority interests;

Agility Global does not report on the impact from controlled businesses or business in which a minority interest is held. Reported gross GHG emissions include 100% of all reported subsidiary emissions, including Tristar’s emissions, which had previously been reported at 65.12%, proportional to Agility Global’s ownership share.

ii. how the approach takes into account mergers, acquisitions, and disposal of entities or parts of entities:

See above.

iii. whether and how the approach differs across the disclosures in this Standard and across material topics.

Where possible, the same reporting standards are applied across the in-scope businesses. All data have been gathered from Agility Global’s controlled businesses, covering the full year unless otherwise stated, with relevant scope defined in each case. Reported gross GHG emissions include 100% of all reported subsidiary emissions, including Tristar’s emissions, which had previously been reported at 65.12%, proportional to Agility’s ownership share. We currently report scope 1 and 2 carbon emissions for more than 98% of the company based on headcount. We currently report Scope 3 carbon emissions for 97.8% of the company based on headcount.

a-i. The reporting period for its sustainability reporting.

Data in the Agility Global Sustainability Report FY24 covers activities and data during the year from 1 January 2024 to 31 December 2024.

a-ii. The frequency of its sustainability reporting.

Agility Global annually reports sustainability information in a disclosure table and/or a full report.

b-i. The reporting period for its financial reporting.

Agility Global annually reports its financial performance in accordance with Abu Dhabi Global Market regulations, typically in March of each year.

b-ii. If it does not align with the period for its sustainability reporting, explain the reason for this.

Sustainability information is reported in line with the annual report. 

c. Report the publication date of the report or reported information.

31 March, 2025.

d. The contact point for questions about the report or reported information.

We welcome your feedback and questions. To contact Agility Global’s sustainability team, please email us at [email protected].

a. Restatements.

Agility Global restated its 2024 GHG emissions data and data related to employee headcount in May 2025.

i. the reasons for the restatements

Agility Global restated its 2024 GHG emissions data and employee headcount data following final calculation and assurance of Tristar’s 2024 Scope 3 emissions data, and following re-calculation of Alliad’s employee data.

ii. the effect of the restatements.

N/A

a. Describe policy and practice for seeking external assurance, including whether and how the highest governance body and senior executives are involved;

a. report the sector(s) in which it is active

Sectors in which Agility Global is active based on the GRI Sector Program include: Trading, distribution and logistics; Transportation infrastructure; Asset management; Construction; Real estate; Commercial services.

Please refer to GRI Foundation disclosures (Statement of use) for more information about Agility Global’s material commercial activities and the industries in which those activities are undertaken.

• Real Estate Management & Development – Diversified Real Estate Activities.
• Transportation – Airport Services.
• Energy – Oil & Gas Storage & Transportation.
• Financials – Multi-sector holdings.

b. describe its value chain, including:

Due to its diverse commercial and investment portfolio, Agility Global’s value chain touches many industries and geographies. The value chains include construction, downstream petroleum industry supply chain, aviation support services, life support & food services, commercial real estate management, defense and government services, and investments.

i. the organization’s activities, products, services, and markets served;

Agility Global is a multi-business owner and operator and long-term investor with a diversified cross-sectoral strategy, targeting high growth and returns through active portfolio management. Agility Global’s controlled companies provide supply chain services, aviation services, digital logistics, construction and other services in 70+ countries across six continents.

ii. the organization’s supply chain;

Due to its diverse commercial and investment portfolio, Agility Global’s supply chain touches many industries and geographies. The supply chain includes:

• construction and related materials;
• downstream petroleum industry supply chain services, including transportation, storage and distribution of bulk fuel products;
• aviation support services, including a wide array of airport and passenger support;
• life support & institutional food services, including procurement, distribution, preparation and serving of commercial foods as well as base construction and life-support supply chains that may include engineering, construction, utilities, energy, telecom and other infrastructure supply chains;
• and commercial real estate management supply chain.

iii. the entities downstream from the organization and their activities;

c. report other relevant business relationships;

Agility Global has relevant relationships with its investments partners. Agility Global holds minority stakes in both listed and non-listed companies, in both established sectors and technological ventures. Its most material investment is in DSV, a global transport and logistics company.

d. describe significant changes in 2-6-a, 2-6-b, and 2-6-c compared to the previous reporting period.

In May 2024, Agility Global PLC was listed on the Abu Dhabi Securities Exchange by its controlling shareholder Agility Public Warehousing Company KSCP (Agility). Agility Global, controlled and 51%-owned by Agility, manages its international assets and operations, including Menzies Aviation, Tristar, Agility Logistics Parks (outside of Kuwait), its approximately 8% stake in DSV, and several other controlled businesses.

a. Report the total number of employees, and a breakdown of this total by gender and by region;

Agility’s Global’s total 2024, permanent employee headcount for in-scope businesses is 56,585, excluding contract workers.

b-i. permanent employees, and a breakdown by gender and by region;

Region                          Employees                Female                 Male

Americas                             17,595                     4,944                12,651

Asia Pacific                           6,793                      2,407                  4,386

Europe                                 14,592                      4,592               10,000

Middle East and Africa        17,607                    3,612                  13,995

Total                                       56,587                  15,555                41,032

b-ii. temporary employees, and a breakdown by gender and by region

8,500 total contract workers (1,820 female; 6,680 male). 88.0% of contract workers are in the Menzies organization.

b-iii. non-guaranteed hours employees, and a breakdown by gender and by region;

Omitted: information unavailable / incomplete.

b-iv. full-time employees, and a breakdown by gender and by region;

b-v. part-time employees, and a breakdown by gender and by region;

We have 9,547 part-time employees, including 4,212 female (44.1%) and 5,335 male (55.9%).

c. describe the methodologies and assumptions used to compile the data, including whether the numbers are reported:

i. in head count, full-time equivalent (FTE), or using another methodology;

Numbers reported include FTE and temporary workers in full-time roles.

ii. at the end of the reporting period, as an average across the reporting period, or using another methodology;

Numbers are compiled at the end of the reporting period.

d. report contextual information necessary to understand the data reported under 2-7-a and 2-7-b;

The majority of workers are full time, permanent employees.

e. describe significant fluctuations in the number of employees during the reporting period and between reporting periods.

Due to seasonality there are some fluctuations in the total number of employees within the reporting period. Such fluctuations are not significant relative to the full workforce, but they may have an impact on the number of temporary/contract workers at certain times in any given reporting period.

a. Report the total number of workers who are not employees and whose work is controlled by the organization and describe:

8,500 contract workers.

i. the most common types of worker and their contractual relationship with the organization;

88.0% of contract workers are working in airport services.

ii. the type of work they perform;

Most of the work performed by contract workers is related to passenger services.

b. describe the methodologies and assumptions used to compile the data, including whether the number of workers who are not employees is reported:

The business units provide answers to worker population surveys, including information about numbers of contract workers and gender.

i. in head count, full-time equivalent (FTE), or using another methodology;

Full-time equivalent.

ii. at the end of the reporting period, as an average across the reporting period, or using another methodology;

Numbers are compiled at the end of the reporting period.

c. describe significant fluctuations in the number of workers who are not employees during the reporting period and between reporting periods.

Due to seasonality there are some fluctuations in the total number of employees within the reporting period. Such fluctuations are not significant relative to the full workforce, but they may have an impact on the number of temporary/contract workers at certain times in any given reporting period.

a. describe its governance structure, including committees of the highest governance body;

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

The company’s highest governance body is the Board of Directors. There are five Board sub-committees.

The Board of Directors consists of five members. The majority are non-executive members. There is one independent member.

The Board of Directors has formed the following five committees:

• Audit Committee
• Risk Management Committee
• Nominations and Remuneration Committee
• Sustainability Committee
• DSV Investment Committee

b. list the committees of the highest governance body that are responsible for decision making on and overseeing the management of the organization’s impacts on the economy, environment, and people;

Agility Global’s Board of Directors has established a Sustainability Committee as one the Board sub-committees. This committee is responsible for overseeing the management of the organization’s impacts on the economy, environment, and people.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

c. Describe the composition of the highest governance body and its committees by:

i. executive and non-executive members;

The Board of Directors consists of five members, of which four are non-executive members.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

ii. independence;

One member of the Board (20%) is independent.

iii. tenure of members on the governance body;

Each Board member is nominated and selected to serve a three-year term.

Board members are elected by the shareholders during the General Assembly meeting.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

iv. number of other significant positions and commitments held by each member, and the nature of the commitments;

Omitted: Information unavailable.

v. gender;

One member of the Board (20%) is female. All other Board members are male.

vi. under-represented social groups;

Omitted: Not applicable.

vii. competencies relevant to the impacts of the organization;

Agility Global PLC has a balanced Board structure with diverse backgrounds, expertise and qualified skills to positively impact the Company’s performance and enhance its financial position and market share taking into account the nature and size of its business structure.

viii. stakeholder representation.

Shareholders and shareholding organizations are able to provide input at any time through the Agility Global Investor Relations team as well as to vote on Board agenda items during any Annual General Assembly Meeting.

a. describe the nomination and selection processes for the highest governance body and its committees;

As per the ADGM Companies Regulations and the Company’s Articles of Association, the Directors shall be elected by the general meeting from amongst proposed candidates nominated as follows:

(a) any person who is willing to act as a Director, and is permitted by law to do so, may nominate themselves as candidate for election as Directors;

(b) any Shareholder holding at least 20% of the total number of issued Shares may nominate one or more candidates for election as Directors;

(c) the Nomination and Remuneration Committee may nominate one or more candidates for election as Directors.

Nominations made pursuant to (a) and (b) above should be considered, evaluated and recommended by the Nomination and Remuneration Committee before being included in the election process.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

b. describe the criteria used for nominating and selecting highest governance body members, including whether and how the following are taken into consideration:

i. views of stakeholders (including shareholders);

Before including proposed Board members in the election process, all nominated candidates are considered, evaluated and recommended by the Nomination and Remuneration Committee.

Every Shareholder shall be entitled to vote all of its votes in favor of only one Director or distribute its votes among more than one Director.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

ii. diversity;

See above.

iii. independence;

20% of the Company’s Board is independent.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

iv. competencies relevant to the impacts of the organization.

The responsibilities of the Board Nomination and Remuneration Committee include determining the required and appropriate skills for the Board of Directors and reviewing those requirements on an annual basis.

Agility Global has a balanced Board structure with diverse backgrounds, expertise and qualified skills to positively impact the Company’s performance and enhance its financial position and market share taking into account the nature and size of its business structure.

The Board of Directors works continuously to assert and encourage corporate value creation in the short, medium, and long term through developing processes and procedures to achieve company’s strategic objectives and improve levels of employees’ performance, and stimulating them to work continually to contribute to Company’s performance.

a. report whether the chair of the highest governance body is also a senior executive in the organization;

The Chairman of the Board (Tarek Abdulaziz Sultan AlEssa) is the senior-most member of the highest governance body and he is not a senior executive in Agility Global PLC.

b. if the chair is also a senior executive, explain their function within the organization’s management, the reasons for this arrangement, and how conflicts of interest are prevented and mitigated.

Omitted: Not applicable.

a. describe the role of the highest governance body and of senior executives in developing, approving, and updating the organization’s purpose, value or mission statements, strategies, policies, and goals related to sustainable development;

The roles and responsibilities of the Board Sustainability Committee include:

• Reviewing the company’s significant strategies, performance, activities and policies regarding sustainability and providing recommendations to the Board.
• Monitoring the company’s relationships with external stakeholders regarding significant ethics & compliance, health & safety, labor practices, environmental performance, community engagement, and charitable activities matters.
• Advising the Board and the management on strategies that affect and enhance the company’s role and reputation among its stakeholders.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

b. describe the role of the highest governance body in overseeing the organization’s due diligence and other processes to identify and manage the organization’s impacts on the economy, environment, and people, including:

The roles and responsibilities of the board Sustainability Committee include:

• Reviewing the company’s significant strategies, performance, activities and policies regarding sustainability and providing recommendations to the Board.
• Monitoring the company’s relationships with external stakeholders regarding significant ethics & compliance, health & safety, labor practices, environmental performance, community engagement, and charitable activities matters.
• Advising the Board and the management on strategies that affect and enhance the company’s role and reputation among its stakeholders.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

i. whether and how the highest governance body engages with stakeholders to support these processes;

The roles and responsibilities of the Board Sustainability Committee include:

• Reviewing Agility Global PLC’s significant strategies, performance, activities and policies regarding sustainability, presenting sustainability information to the Board and providing recommendations to the Board.
• Monitoring the Company’s relationships with external stakeholders regarding significant ethics & compliance, health & safety, labor practices, environmental performance, community engagement, and charitable activities matters.
• Advising the Board and the management on strategies that affect and enhance the Company’s role and reputation among its stakeholders.

The Board Sustainability Committee meets regularly with the Company’s Sustainability Program executive leadership wherein stakeholder input received by the Sustainability team is provided to the Committee members. The Board members are also present at the General Assembly Meeting where shareholder feedback is solicited and received.

ii. how the highest governance body considers the outcomes of these processes;

The Board approves all polices and procedures that are part of the corporate governance framework the company follows. The Board, through the Audit Committee, is responsible to evaluate the effectiveness of the internal policies and systems. To do this, the Audit Committee uses internal and external audit resources to assess process outcomes and provide recommendations to the Board based on outcome assessments.

c. describe the role of the highest governance body in reviewing the effectiveness of the organization’s processes as described in 2-12-b, and report the frequency of this review.

The Board Sustainability Committee meets at least twice annually to assess progress. During these meetings, the sustainability team presents quantitative and qualitative performance information to the Committee in order for the Committee to review the effectiveness of the organization’s sustainability related processes described in 2-12-b. Where necessary, the Committee is provided with performance and strategy information in the periods between meetings.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

a. describe how the highest governance body delegates responsibility for managing the organization’s impacts on the economy, environment, and people, including:

The board Sustainability Committee, as well as the Management Board of the company, delegates authority related to sustainability topics. In Agility Global PLC, the Chief Marketing Officer’s organization (including VP Sustainability) is responsible for executing the sustainability strategy in the company.

i. whether it has appointed any senior executives with responsibility for the management of impacts;

Sustainability is one of the portfolios led by the company’s Group Chief Marketing Officer, and is spearheaded day-to-day by the Vice President of Sustainability. By design, much of the operational execution of the sustainability strategy falls to the business, but is governed by the Corporate Sustainability Team. The CMO reports directly to Agility Global PLC’s Chief Executive Officer, and the CMO and VP Sustainability report to the Sustainability Committee of the Board of Directors on a semi-annual basis at least.

ii. whether it has delegated responsibility for the management of impacts to other employees;

Agility Global PLC has a Sustainability Council composed of representatives from all material and some non-material businesses. The Council is delegated responsibility to implement Agility Global PLC’s sustainability program on a business unit level basis. The Council reports progress on a quarterly basis.

b. describe the process and frequency for senior executives or other employees to report back to the highest governance body on the management of the organization’s impacts on the economy, environment, and people.

The Sustainability team reports in person to the Board’s Sustainability Committee on an at-least semi-annual basis. During the reporting session, Committee members are provided with quantitative and qualitative performance information based on Committee reviewed and approved programs and initiatives.

a. report whether the highest governance body is responsible for reviewing and approving the reported information, including the organization’s material topics, and if so, describe the process for reviewing and approving the information;

The report is reviewed and approved by the company’s senior executives, including functional leaders, the CEOs of the businesses referenced in the report, and the CEO of Agility Global. The report is also shared with the Board for its approval ahead of its publication.

b. if the highest governance body is not responsible for reviewing and approving the reported information, including the organization’s material topics, explain the reason for this.

Agility Global’s Board of Directors reviewed and approved the 2024 sustainability report ahead of its publication, and it regularly reviews ESG progress updates that are summarized in this report.

a. describe whether and how critical concerns are communicated to the highest governance body;

To communicate critical concerns to the Board, employees can use the anonymous reporting phone or email capability, which would route the Board-level concerns to the Board via the company’s Compliance and Investor Relations departments.

Shareholders can raise concerns during the General Assembly Meetings, or they may contact the Investor Relations team. Board level concerns would be communicated to the Board via the Investor Relations department. Other stakeholders can contact Agility Global via the company’s “contact us” website feature. Such board-level concerns would then be routed to the Board via the Investor Relations department. The Sustainability team communicates with the Board of Directors twice a year as part of the sustainability committee, including sharing any critical concerns that may require the Board’s attention.

b. report the total number and the nature of critical concerns that were communicated to the highest governance body during the reporting period.

No critical concerns were communicated to the highest governance body during the reporting period.

a. Report measures taken to advance the collective knowledge, skills, and experience of the highest governance body on sustainable development.

Agility Global PLC has a balanced board structure with diverse backgrounds, expertise and qualified skills to positively impact the company’s performance and enhance its financial position and market share, taking into account the nature and size of the business.

Upon nomination the Board members are assessed to ensure they have the appropriate skills, experience and industry knowledge to serve on the Board and meet its requirements. Additionally, the Board has access to regular training to continue skills development. This training is done in compliance with Agility Global PLC’s corporate governance requirements, and it is also based on and in compliance with the UAE, Abu Dhabi Securities Exchange and ADGM regulations.

The Company has a clear policy that allows Board Members and Executive Management access to training programs, internally and externally, on a regular basis. Board members are also encouraged to regularly attend events and conferences to help them maintain skills, knowledge and expertise as may be required by the company’s business and standing.

Additionally, the Sustainability Committee monitors the Company’s relationships with external stakeholders regarding significant ethics & compliance, health & safety, labor practices, environmental performance, community engagement, and charitable activities matters, and advises the Board accordingly.

a. describe the processes for evaluating the performance of the highest governance body in overseeing the management of the organization’s impacts on the economy, environment, and people;

An annual assessment exercise is to be undertaken by the Board and committee members to evaluate the performance of the Board and the committees during the year. The evaluation is based on certain financial and non-financial set of key performance indicators tied to the achievement of  strategic goals of the company.

As for the members of the executive management, their performance is evaluated on a regular basis through set of KPI’s that are consistent with the Company’s goals.

b. report whether the evaluations are independent or not, and the frequency of the evaluations;

The evaluations are completed annually. The evaluations are not independent.

c. describe actions taken in response to the evaluations, including changes to the composition of the highest governance body and organizational practices.

The purpose of the evaluations is to identify gaps to address any performance issues. No significant issues were identified during the reporting period.

a. describe the remuneration policies for members of the highest governance body and senior executives, including:

Agility Global PLC has a Nomination and Remuneration Committee that follows its Committee charter for remuneration issues related to Board members and Executive Management, alongside determining the required and appropriate skills for the Board of Directors and reviewing those requirements on an annual basis. The Remuneration Committee follows the Remuneration Committee Charter for guidance on all Remuneration issues.

The Board remuneration will be recommended by the Board’s Nomination and Remuneration Committee and approved by the shareholders during the general assembly meeting, as stipulated by the Articles of Associations of the company and the relevant ADGM regulations.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

i. fixed pay and variable pay;

The Remuneration Committee charter governs fixed pay and variable pay.

ii. sign-on bonuses or recruitment incentive payments;

The basis for any Board or Executive member bonus or incentive is in accordance with the Remuneration Committee charter.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

iii. termination payments;

The Remuneration Committee charter governs termination payments.

iv. clawbacks;

The Remuneration Committee charter governs clawbacks.

v. retirement benefits;

The Remuneration Committee charter governs retirement benefits.

b. describe how the remuneration policies for members of the highest governance body and senior executives relate to their objectives and performance in relation to the management of the organization’s impacts on the economy, environment, and people.

The Board of Directors and Senior Executives are remunerated based on their objectives and performance related to all aspects of business performance and company goals.

a. describe the process for designing its remuneration policies and for determining remuneration, including:

Agility Global has a Nomination and Remuneration Committee which is governed by a Remuneration Committee charter.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

i. whether independent highest governance body members or an independent remuneration committee oversees the process for determining remuneration; policies and proposals, if applicable.

The Nomination and Remuneration Committee includes one independent and two non-executive board members.

The Committee is governed by a Remuneration Committee charter.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

ii. how the views of stakeholders (including shareholders) regarding remuneration are sought and taken into consideration;

Shareholders approve Board remuneration at the annual general assembly meeting.

On an ongoing basis, Agility Global PLC maintains communications channels for stakeholder (including shareholder) input, and relevant views are directed to the Board of Directors and its committees via the Investor Relations team.

See pages 12-20 of the Corporate Governance Report in company’s Annual Report: https://agilityglobal.com/wp-content/uploads/2025/04/Agility-Global-FS-2024-4-apr-2025.pdf

iii. whether remuneration consultants are involved in determining remuneration and, if so, whether they are independent of the organization, its highest governance body and senior executives;

Board member and Executive compensation is not determined by or with consultant input.

b. report the results of votes of stakeholders (including shareholders) on remuneration

A Board remuneration and compensation report is a standard item on the General Assembly Meeting agenda. The remuneration report which is part of the corporate governance report is presented to the shareholders during the meeting. The shareholders vote on the remuneration report and the board remuneration and the votes are recorded. The results of the full General Assembly Meeting votes and related information are publicly shared on the Abu Dhabi Securities Exchange on which the company is listed.

a. report the ratio of the annual total compensation for the organization’s highest-paid individual to the median annual total compensation for all employees (excluding the highest-paid individual);

Omitted: confidentiality constraints.

b. report the ratio of the percentage increase in annual total compensation for the organization’s highest-paid individual to the median percentage increase in annual total compensation for all employees (excluding the highest-paid individual);

Omitted: confidentiality constraints.

c. report contextual information necessary to understand the data and how the data has been compiled.

Omitted: confidentiality constraints.

a. report a statement from the highest governance body or most senior executive of the organization about the relevance of sustainable development to the organization and its strategy for contributing to sustainable development.

Agility Global annually publishes a letter about the relevance of sustainable development to the organization, and an update on the company’s sustainability progress and strategy as part of its sustainability report. The letter is signed by the Chairman of the Board of Directors.

a. describe its policy commitments for responsible business conduct, including:

Agility Global maintains a portfolio of responsible business policies, including those addressing issues related to fair labor; business ethics; environment, health & safety; and supplier conduct.

i. the authoritative intergovernmental instruments that the commitments reference;

In our Code of Business Ethics & Conduct and our environmental policies we refer to all applicable laws and regulations. Where ethics are concerned, we specifically state that “Agility is genuinely committed to complying with all applicable laws and regulations…” Our fair labor policies are based on common anti-modern slavery regulations (including those in the UK, EU, Australia and US), ILO, Global Compact and similar international frameworks.

ii. whether the commitments stipulate conducting due diligence;

We are working on integrating due diligence into our policy commitments.

iii. whether the commitments stipulate applying the precautionary principle;

iv. whether the commitments stipulate respecting human rights;

Our responsible business policies place human rights at the forefront of managed issues, and they require commitments to respect human rights of employees, contracted workers and other stakeholders.

b. describe its specific policy commitment to respect human rights, including:

Our policy commitments are that we will annually assess at emerging market operations for human rights policy compliance, train all employees on our human rights polices, and that all in-scope, large sites with >50 workers in emerging markets must undergo an audit every three years. 

i. the internationally recognized human rights that the commitment covers;

Our human rights policies address health and safety, child labor, forced labor, recruiting fees, identification documentation management, hours and wages, harassment and discrimination, freedom of association, and stakeholder engagement.

ii. the categories of stakeholders, including at-risk or vulnerable groups, that the organization gives particular attention to in the commitment;

Our responsible business policies focus on migrant workers, minorities, gender, children, and disenfranchised communities in which we may operate.

c. provide links to the policy commitments if publicly available, or, if the policy commitments are not publicly available, explain the reason for this;

See sources.

d. report the level at which each of the policy commitments was approved within the organization, including whether this is the most senior level;

Each of our responsible business policies are approved at the highest level of the company, by the CEO or Chairman of the Board.

e. report the extent to which the policy commitments apply to the organization’s activities and to its business relationships;

The responsible business policies are comprehensive in scope and they apply to all Agility Global entities.

f. describe how the policy commitments are communicated to workers, business partners, and other relevant parties.

Agility Global communicates its policies and requirements to all employees via email, intranet, website, in-person trainings and meetings and other media as may be required. Policy requirements are provided to suppliers during the qualification process. Responsible business policies are publicly available on Agility Global’s website.

a. describe how it embeds each of its policy commitments for responsible business conduct throughout its activities and business relationships, including:

Our policy commitments are embedded and managed via our Sustainability, Ethics, H&S, HR and other similar programs.

i. how it allocates responsibility to implement the commitments across different levels within the organization;

Responsible business policy implementation responsibilities are delegated to functions within each business units, in addition to governance responsibility delegated to the Corporate Sustainability Team.

The more material business units manage policies without corporate assistance, while the Corporate Sustainability function remains focused on policy and program governance.

ii. how it integrates the commitments into organizational strategies, perational policies, and operational procedures;

Agility Global integrates its responsible business commitments into organizational strategies by defining policy and program requirements to manage identified material issues.

These include the development and maintenance of operational policies such as human rights policies and codes (including supplier codes), environmental, safety and health policies and ethics policies. Each of the responsible business policies are reinforced by process and procedural controls such as annual assessments, progress reporting and policy revisions and updates.

iii. how it implements its commitments with and through its business relationships;

Agility Global aims to implement its responsible business commitments in its business relationships. Sustainability requirements are embedded into supplier contracts managed by the Corporate procurement team.

100% of Menzies Aviation, Tristar and Alliad suppliers have signed the Fair Labor and Ethics Codes of Conduct or have otherwise agreed to operate within the respective code requirements. All
subsidiaries include sustainability requirements in their procurement processes and supplier contracts. Each of our businesses are working to gain a more transparent picture of their supply chains, alongside working with suppliers to progress environmental and social performance. Human rights remain our priority, and we will work with labor providers to ensure they understand our fair labor and human rights requirements.

iv. training that the organization provides on implementing the commitments.

Agility Global provides online training on ethics and compliance policies, as well as health and safety and human rights policies. Additionally, employees are trained in-person on human rights and safety.

a. describe its commitments to provide for or cooperate in the remediation of negative impacts that the organization identifies it has caused or contributed to;

Omitted: information unavailable / incomplete.

b. describe its approach to identify and address grievances, including the grievance mechanisms that the organization has established or participates in;

We encourage and expect employees to speak up about ethical concerns, supported by clear no retaliation guidelines and confidential grievance mechanisms.

Agility Global offers all stakeholders a number of ways in which to raise ethics concerns, including the option to do so anonymously. These include:

• A form via the Agility Global website, that gets sent directly to our ethics team. All information is treated confidentially.
• Via a third-party vendor’s online tool or phone hotline. Users of the hotline can request an interpreter for more than 200 different languages.

c. describe other processes by which the organization provides for or cooperates in the remediation of negative impacts that it identifies it has caused or contributed to;

Omitted: information unavailable / incomplete.

d. describe how the stakeholders who are the intended users of the grievance mechanisms are involved in the design, review, operation, and improvement of these mechanisms;

Omitted: information unavailable / incomplete.

e. describe how the organization tracks the effectiveness of the grievance mechanisms and other remediation processes, and report examples of their effectiveness, including stakeholder feedback.

Omitted: information unavailable / incomplete.

a. describe the mechanisms for individuals to:

i. seek advice on implementing the organization’s policies and practices for responsible business conduct;

Agility Global offers all stakeholders a number of ways in which to raise ethics concerns, including the option to do so anonymously. These include:

•  A form via the Agility Global website, that gets sent directly to our ethics team. All information is treated confidentially.
• Via a third-party vendor’s online tool or phone hotline. Users of the hotline can request an interpreter for more than 200 different languages.

Following the delivery of online Ethics training, employees are encouraged to contact the Ethics team if they have any questions or concerns about the topics presented, or related matters.

ii. raise concerns about the organization’s business conduct.

See above. 

a. report the total number of significant instances of non-compliance with laws and regulations during the reporting period, and a breakdown of this total by:

No instances of non-compliance with laws and regulations during the reporting period.

i. instances for which fines were incurred;

See above.

ii. instances for which non-monetary sanctions were incurred;

See above.

b. report the total number and the monetary value of fines for instances of noncompliance with laws and regulations that were paid during the reporting period, and a breakdown of this total by:

See above. 

i. fines for instances of non-compliance with laws and regulations that occurred in the current reporting period;

See above.

ii. fines for instances of non-compliance with laws and regulations that occurred in previous reporting periods;

See above.

c. describe the significant instances of non-compliance;

See above.

d. describe how it has determined significant instances of non-compliance.

See above.

a. report industry associations, other membership associations, and national or international advocacy organizations in which it participates in a significant role.

We believe multi-stakeholder engagement is essential to driving a more sustainable future for our business and our industry. In 2024, as part of Agility Public Warehousing Company KSCP (Agility), Agility Global engaged with a number of industry and global organizations to learn from others, collaborate on complex topics, and ultimately, multiply our contributions.

Agility is a strategic partner of the World Economic Forum (WEF) and a participant in several working groups dedicated to trade, sustainable logistics, zero emissions technology adoption in hard-to-abate sectors, humanitarian assistance and other topics, including the First Movers Coalition, the Global Health Equity Network, the Logistics Emergency Team, the Refugee Employment Alliance, the International Business Council, and Leaders for a Sustainable MENA. Agility is also a signatory of the UN Global Compact, as are Tristar, Alliad and UPAC.

a. describe its approach to engaging with stakeholders, including:

i. the categories of stakeholders it engages with, and how they are identified;

Stakeholder categories include shareholders, customers, employees, community members, responsible business partnership members and communities, senior executives and the Board of Directors.

ii. the purpose of the stakeholder engagement;

Environmental, economic and humanitarian partnerships and multi-stakeholder engagement remain central to our sustainability strategy. Working with others enables us to learn and share our own experience, amplify our impact, and collaborate on solutions to complex global challenges.

iii. how the organization seeks to ensure meaningful engagement with stakeholders.

Agility Global seeks to ensure meaningful engagement with stakeholders by maintaining full transparency in stakeholder engagement, including issues identification, prioritization and performance measurement and reporting. Transparency is an important cornerstone of meaningful stakeholder engagement.

a. report the percentage of total employees covered by collective bargaining agreements;

Omitted: information unavailable / incomplete. Agility Global notes that in most locations trade unions are not obliged to disclose their membership. In some Middle Eastern locations trade union activity is prohibited under local laws.

b. for employees not covered by collective bargaining agreements, report whether the organization determines their working conditions and terms of employment based oncollective bargaining agreements that cover its other employees or based on collective bargaining agreements from other organizations.

Agility Global determines working conditions and terms of employment based on local regulation, our responsible business policies, and market conditions.

a. describe the process it has followed to determine its material topics, including:

In 2024, we performed a double materiality assessment (DMA) for Agility Global to confirm the ESG and economic topics of most relevance to our company. The process included:

• Review of most recent Agility Group and relevant subsidiary materiality assessments, alongside key external trends and legislative requirements.
• Identification of a long list of ESG topics.
• Initial assessment of the impacts, risks and opportunities associated with each topic and creation of a draft list of material topics, undertaken by our corporate sustainability team.
• Engagement with key internal and external stakeholders to review and adjust the draft list — including functional leads and subsidiary sustainability leads.
• Finalization of the list based on stakeholder input and production of a matrix.

i. how it has identified actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights, across its activities and business relationships;

Agility Global has identified actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights, across its activities and business relationships through its materiality assessment (including stakeholder interviews), engagement in relevant partnerships, and regular engagement of its management teams in functions such as HR, Health & Safety, Environment, Strategy, IT and Sustainability. 

ii. how it has prioritized the impacts for reporting based on their significance;

Material issues are prioritized based on a matrix with X axis relating to financial materiality, and Y axis relating to impact materiality. Identified material issues with the greatest importance and impact are rated as the issues of highest priority. We categorize material issues according to priority as follows: 1.) Actively Manage, 2.) Incorporate into Business Strategy, 3.) Engage with Stakeholders and Actively Monitor, and 4.) Monitor Issues Evolution. Issues of highest priority receive the most focus on performance reporting.

b. specify the stakeholders and experts whose views have informed the process of determining its material topics.

In its double materiality assessment process Agility Global relied on a range of stakeholders including members of the Board, senior-most company executives, employees, customers, partnership stakeholders and its Sustainability Program team.

a. list its material topics;

Agility Global’s material topics are identified in its materiality matrix. See sources.

b. report changes to the list of material topics compared to the previous reporting period.

Agility Global’s 2024 material topics remained similar to those identified in the latest Agility Group materiality assessment performed in 2022, although the grouping and naming of topics changed significantly. Water management and the creation and management of waste were no longer identified as material to Agility Global in 2024, however we will continue to monitor these topics, as they are of high external concern or are material for specific subsidiaries.  

For each material topic reported under Disclosure 3-2, the organization shall:

See our Sustainability Report FY24 for our materiality matrix and more detail on the management approach to our material topics.

a. describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights;

Please see our materiality matrix and Sustainability Report FY24 for more detail, alongside responses to individual GRI indicators below.

b. report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships;

Agility Global is involved with the negative impacts of a number of material issues through its activities or as a result of its business relationships, including human rights/fair labor, health & safety, road safety, climate change, and diversity and inclusion.

c. describe its policies or commitments regarding the material topic;

Please see our Sustainability Report FY24 for more information on our policies or commitments regarding each material topic.

d. describe actions taken to manage the topic and related impacts, including:

Agility Global has established goals around most material issues.

i. actions to prevent or mitigate potential negative impacts;

Agility Global addresses negative impacts through policy, program implementation and transparent KPI-based reporting against established goals.

ii. actions to address actual negative impacts, including actions to provide for or cooperate in their remediation;

Generally speaking, Agility Global follows a plan-do-act-check process to address negative impacts. In planning activities, the company assesses the materiality of issues and potential impacts from the business, followed by establishing goals, KPI’s and reporting criteria.

Once developed, program implementation follows and impact is measured and reported. When reporting or operational goals are not being met, interventions are immediately implemented to improve reporting and goal performance. Similarly, at the end of an annual or other periodic reporting cycle, the company assesses progress against goals, and uses the information to improve performance. This process is most visibly illustrated in our fair labor program. See GRI indicators below and sources for more information on our management of material topics.

iii. actions to manage actual and potential positive impacts;

See above.

e. report the following information about tracking the effectiveness of the actions taken:

See above.

ii. goals, targets, and indicators used to evaluate progress;

See above.

iii. the effectiveness of the actions, including progress toward the goals and targets;

See above.

iv. lessons learned and how these have been incorporated into the organization’s operational policies and procedures;

Agility Global’s controlling shareholder, Agility Group, has been developing and structurally managing responsible business policies and programs for more than 18 years. We have learned that stakeholder dialogue, good faith and transparency are critical to program success.

Seeking program performance feedback from constituent stakeholders like employees and charity partners is critical to the establishment of accurate and realistically achievable goals. Strong process controls and performance measurement and reporting are also critical to success. Lastly, we recognize that responsible business is a dynamic journey, and the team must be prepared to adjust materiality, goals, KPIs and program management in order to successfully manage negative impacts.

f. describe how engagement with stakeholders has informed the actions taken (3-3-d) and how it has informed whether the actions have been effective (3-3-e).

a. Direct economic value generated and distributed (EVG&D) on an accruals basis

All figures are in thousands of USD. 

i. Direct economic value generated

4,609,696

Revenues

4,507,309

Cash received as interest on financial loans

3,853

Dividends received from shareholdings

43,540

Cash received from sale of assets

54,994

ii. Economic value distributed

4,209,391

Cash Operating Costs

2,238,509

Salaries & Employee Benefits

1,686,649

Payments to Providers of Capital

248,919

Payments to Government

34,739

Community Investments

575

Zakat

Agility Global Donations

575

iii. Economic value retained

400,305

Risks and opportunities posed by climate change that have the potential to generate substantive changes in operations, revenue, or expenditure, including:

Agility Global’s most emissions-material businesses lead their own climate reporting, including Menzies, Tristar, and Alliad. Menzies published its fourth TCFD report in 2025, as part of its 2024 annual report.

As part of Agility Global’s latest double materiality assessment, finalized in early 2025, we reviewed our sustainability-related impacts, risks, and opportunities (IROs). Our most significant IROs include the following:

• Impacts: Generation of GHG emissions across our value chain contributes to climate change, heightening its impacts on people and nature, while increasing use of renewable energy supports the global transition to clean energy. Climate change impacts, such as higher mean temperatures and more frequent, severe, and variable weather, may harm people at Agility Global operational, supplier and customer locations.
• Risks: Costs may rise due to increasing legislation, investment in lower-carbon technology, and physical impacts to Agility Global locations. Extreme weather linked to climate change could impact worker productivity, with risks to revenue.
• Opportunities: Developing lower-emission products and services can help to meet evolving customer demands. Increased energy efficiency and use of renewables across our operations should reduce costs and emissions, alongside helping to prepare for increasing regulation and supporting our reputation.

i. a description of the risk or opportunity and its classification as either physical, regulatory, or other;

See above.

ii. a description of the impact associated with the risk or opportunity;

See above.

iii. the financial implications of the risk or opportunity before action is taken;

Omitted: information unavailable / incomplete.

iv. the methods used to manage the risk or opportunity;

v. the costs of actions taken to manage the risk or opportunity.

Omitted: information unavailable / incomplete.

When compiling the information specified in Disclosure 201-2, if the reporting organization does not have a system in place to calculate the financial implications or costs, or to make revenue projections, it shall report its plans and timeline to develop the necessary systems.

Omitted: information unavailable / incomplete.

a. If the plan’s liabilities are met by the organization’s general resources, the estimated value of those liabilities.

Omitted: not material.

b. If a separate fund exists to pay the plan’s pension liabilities:

Omitted: not material.

i. the extent to which the scheme’s liabilities are estimated to be covered by the assets that have been set aside to meet them;

Omitted: not material.

ii. the basis on which that estimate has been arrived at;

Omitted: not material.

iii. when that estimate was made.

Omitted: not material.

c. If a fund set up to pay the plan’s pension liabilities is not fully covered, explain the strategy, if any, adopted by the employer to work towards full coverage, and the timescale, if any, by which the employer hopes to achieve full coverage.

Omitted: not material.

d. Percentage of salary contributed by employee or employer.

Omitted: not material.

e. Level of participation in retirement plans, such as participation in mandatory or voluntary schemes, regional, or country-based schemes, or those with financial impact.

Omitted: not material.

a. Total monetary value of financial assistance received by the organization from any government during the reporting period, including:

Omitted: not material.

i. tax relief and tax credits;

Omitted: not material.

ii. subsidies;

Omitted: not material.

iii. investment grants, research and development grants, and other relevant types of grant;

Omitted: not material.

iv. awards;

Omitted: not material.

v. royalty holidays;

Omitted: not material.

vi. financial assistance from Export Credit Agencies (ECAs);

Omitted: not material.

vii. financial incentives;

Omitted: not material.

viii. other financial benefits received or receivable from any government for any operation.

Omitted: not material.

b. The information in 201-4-a by country.

Omitted: not material.

c. Whether, and the extent to which, any government is present in the shareholding structure.

Omitted: not material.

a. When a significant proportion of employees are compensated based on wages subject to minimum wage rules, report the relevant ratio of the entry level wage by gender at significant locations of operation to the minimum wage.

Omitted: information unavailable / incomplete. Agility Global complies fully with local labor laws regarding minimum wages.

b. When a significant proportion of other workers (excluding employees) performing the organization’s activities are compensated based on wages subject to minimum wage rules, describe the actions taken to determine whether these workers are paid above the minimum wage.

Omitted: information unavailable / incomplete. See above.

c. Whether a local minimum wage is absent or variable at significant locations of operation, by gender. In circumstances in which different minimums can be used as a
reference, report which minimum wage is being used.

Omitted: information unavailable / incomplete. See above.

d. The definition used for ‘significant locations of operation’.

Omitted: information unavailable / incomplete. See above.

a. Percentage of senior management at significant locations of operation that are hired from the local community.

In 2024, Agility Global employees hailed from 120+ countries. The company takes pride in looking and feeling local in the countries in which it operates. Currently the Agility Global workforce reflects its global presence, with about 31.1% of employees working in the Middle East and Africa; 31.1% in the Americas, including Latin America, 25.7% in Europe, and 12.0% in Asia-Pacific. The majority of company leadership comes from the countries in which they work and manage Agility Global operations.

For Agility Logistics Parks in Africa and South Asia, >90% of staff are local to the Agility operation (Agility Ghana staff are 100% Ghanaian, Nigeria staff are 100% Nigerian, etc.). Additionally, construction and security contractors are encouraged to recruit workers locally from the villages and towns adjacent to the respective sites, in order to boost local employment and positive community relationships.

b. The definition used for ‘senior management’.

Senior management is defined as leading an entire company or corporate/company function, such as HR, Finance, Sustainability, etc.

c. The organization’s geographical definition of ‘local’.

Local is defined as country of origin or country of operation.

d. The definition used for ‘significant locations of operation’.

Sites with >50 workers, including employees and contract or temporary workers.

a. Extent of development of significant infrastructure investments and services supported.

Agility Global’s significant infrastructure is mostly attributable to Agility Logistics Parks (ALP), Tristar, and UPAC via the $1.3 billion Reem Mall project in Abu Dhabi. In 2024, ALP expanded in Côte d’Ivoire, while in Saudi Arabia it completed a facility in Riyadh and began developing a new logistics park in Jeddah. ALP bring world-class logistics infrastructure to emerging markets, particularly critical when it comes to the storage of food, medications, technological devices, and other high-value, perishable, or temperature-sensitive items.

b. Current or expected impacts on communities and local economies, including positive and negative impacts where relevant.

c. Whether these investments and services are commercial, in-kind, or pro bono engagements.

Nearly 100% of 2024 infrastructure investments are commercial investments. Relative to the overall infrastructure investment and development program, a small number of investments were made to refurbish or outfit schools in Côte d’Ivoire and India.

a. Examples of significant identified indirect economic impacts of the organization, including positive and negative impacts.

Our significant indirect impacts include the following:

1. We help to build the ecosystem for SMEs to to access knowledge and world-class supply chain services.
2. We employ people in emerging markets, with 44.3% of our headcount employees in the Middle East, Africa and Asia.
3. Our investment in high-quality warehousing and light-industrial infrastructure across the Middle East, South Asia and Africa raises the quality standards for the storage of goods and helps meet national competitiveness and development objects.
4. We are increasing our investments in responsible and ESG-focused technologies and companies.

b. Significance of the indirect economic impacts in the context of external benchmarks and stakeholder priorities, such as national and international standards, protocols, and policy agendas.

Distributed and generated economic values from our infrastructure, services and other investments significantly impact and correlate to UN Sustainable Development Goals, particularly: 1 – no poverty; 4 – quality education; 5 – gender equality; 7 – affordable & clean energy; 8 – decent work and economic growth; 9 – industry, innovation and infrastructure; 13 – climate action; and 17 – partnership for the goals.

a. Percentage of the procurement budget used for significant locations of operation that is spent on suppliers local to that operation (such as percentage of products and services purchased locally).

Omitted: information unavailable / incomplete.

b. The organization’s geographical definition of ‘local’.

Not applicable (not reported).

c. The definition used for ‘significant locations of operation’.

Not applicable (not reported).

a. Total number and percentage of operations assessed for risks related to corruption.

A corruption risk assessment for Agility Global is expected to be done in 2026.

b. Significant risks related to corruption identified through the risk assessment.

Based on the understood operational context, the below-listed risks are assumed as material to Agility Global. In the coming risk assessment, these and other identified risks will be assessed and validated, and if required, risks will be removed or added to this list.

1. Dealing with third parties
2. Dealing with government officials
3. Facilitating payments
4. Gifts and entertainment
5. Cash transactions
6. Obtaining licenses and permits

Agility Global has an in-house compliance function that provides regular training regarding these and similar topics; and which supervises all compliance-related matters, including reporting and investigations.

a. Total number and percentage of governance body members that the organization’s anticorruption policies and procedures have been communicated to, broken down by region.

100% of Agility Global Board of Directors and Corporate Executives annually receive communications and/or training regarding Agility’s anti-corruption policies and procedures. 80%+ of all eligible Menzies, Tristar, ALP, and Alliad employees have completed ethics and anti-corruption training in 2024.

b. Total number and percentage of employees that the organization’s anti-corruption policies and procedures have been communicated to, broken down by employee category and region.

Agility Global has implemented a robust ethics and compliance communications and training program, which includes mandatory, online and in-person courses addressing broad compliance subjects — including general ethics, anti-corruption, confidential information and human rights.

In conjunction with mandatory online training, communications reinforcing key aspects of company policy, risk areas, and practical considerations are provided to all employees and additional manager-focused resources are made available to help drive understanding. 80%+ of all eligible Menzies, Tristar, ALP, and Alliad employees have completed ethics and anti-corruption training in 2024. This training includes content on whistleblowing and non-retaliation, global anti-corruption, international sanctions, and Code of Conduct and Business Ethics.

c. Total number and percentage of business partners that the organization’s anticorruption policies and procedures have been communicated to, broken down by type of business partner and region. Describe if the organization’s anti-corruption policies and procedures have been communicated to any other persons or organizations.

100% of labor suppliers in geographies with heightened risk of forced labor and human trafficking have signed the Fair Labor & Ethics Codes of Conduct. As of 2024, 100% of new supplier contracts include our sustainable procurement requirements — this includes all subsidiaries. Agility Global’s anti-corruption policies and procedures are publicly available online for any other persons or organizations to reference.

d. Total number and percentage of governance body members that have received training on anti-corruption, broken down by region.

See 205-2 a, above.

e. Total number and percentage of employees that have received training on anti-corruption, broken down by employee category and region.

See 205-2 a, above.

a. Total number and nature of confirmed incidents of corruption.

Omitted: confidentiality constraints.

b. Total number of confirmed incidents in which employees were dismissed or disciplined for corruption.

Omitted: confidentiality constraints.

c. Total number of confirmed incidents when contracts with business partners were terminated or not renewed due to violations related to corruption.

Omitted: confidentiality constraints.

d. Public legal cases regarding corruption brought against the organization or its employees during the reporting period and the outcomes of such cases.

No public legal cases regarding corruption were brought against Agility Global or its employees during the reporting period.

a. Number of legal actions pending or completed during the reporting period regarding anti-competitive behavior and violations of anti-trust and monopoly legislation in which the organization has been identified as a participant.

No legal actions were pending or completed during the reporting period regarding anti-competitive behavior and violations of anti-trust and monopoly legislation in which Agility Global has been identified as a participant.

b. Main outcomes of completed legal actions, including any decisions or judgements.

Omitted: not applicable (see above).

i. whether the organization has a tax strategy and, if so, a link to this strategy if publicly available;

Agility Global’s Tax Principles & Strategy:

Our code of conduct sets out what is expected of everyone in Agility Global and the approach to tax aligns with those principals. The approach to compliance and tax planning, governance, transparency and risk management are driven by the following principles:

• Compliance and tax planning. Agility Global supports efforts to increase public trust in tax systems. It is committed to observing all applicable laws, rules, regulations and reporting and disclosure requirements, wherever there is a requirement to do so as a result of our business presence and transactions.
• Governance. Agility Global adheres to relevant tax laws, and it seeks to minimize the risk of uncertainty or disputes. The company works collaboratively wherever possible with governments and fiscal authorities to resolve disputes and to achieve early agreement and certainty.
• Transparency. Agility Global seeks to build and sustain relationships with governments and fiscal authorities in the countries where it operates, and the company believes that those relationships should be constructive and based on mutual respect.
• Risk Management. Agility Global pays the tax that it owes under the existing laws and ensures that the company pays tax only once on its profits.

ii. the governance body or executive-level position within the organization that formally reviews and approves the tax strategy, and the frequency of this review;

The Corporate Tax Department (Agility Tax) is headed by the Group Head of Tax and his team. The Group Head of Tax owns and implements the approach to tax. The Group Head of Tax is also responsible for ensuring that policies and procedures that support the approach are in place, maintained and used consistently around the world, and that the global tax team has the skills and experience to implement the approach appropriately.

iii. the approach to regulatory compliance;

Agility’s tax process and approach to regulatory compliance are based on key objectives including tax efficiency, tax risk management, establishing strong tax control environments/tax governance, and proactive resolution of all issues raised by the tax authorities related to Agility Corporate office — as well as assistance to respective business units that may have significant impact on business decisions.

iv. how the approach to tax is linked to the business and sustainable development strategies of the organization.

Agility is committed to complying with tax laws in a responsible manner and to having open and constructive relationships with tax authorities. Agility supports efforts to increase public trust in tax systems. Agility business activities generate a substantial amount and variety of taxes.

The company pays corporate income taxes, withholding taxes, stamp duties, employment and other taxes. In addition, Agility collects and pays employee taxes as well as indirect taxes such as excise duties and VAT. The taxes are paid and collected from a significant part of our economic contribution to the countries in which we operate.

a. A description of the tax governance and control framework, including:

i. the governance body or executive-level position within the organization accountable for compliance with the tax strategy;

Agility Global’s Head of Tax owns and implements Agility’s approach to tax, which is approved by the main board Audit Committee. The Group Head of Tax is also responsible for ensuring that policies and procedures that support the approach are in place, maintained and used consistently around the world, and that the global tax team has the skills and experience to implement the approach appropriately.

ii. how the approach to tax is embedded within the organization;

Agility Tax follows the company’s risk management system as part of its internal control processes.

iii. the approach to tax risks, including how risks are identified, managed, and monitored;

The Tax team identifies, assesses and manages tax risks and accounts for them appropriately. It implements risk management measures including controls over compliance processes and monitor their effectiveness.

iv. how compliance with the tax governance and control framework is evaluated.

The team reports on a periodic basis to the group financial risk committee on how tax risks are managed, monitored and assured and on improvements that are being made. In this way the group financial risk committee provides governance and oversight of tax risks. Strong technical tax positions are formulated after in-depth research of information available to us through the company’s tax research and compliance vendors, government taxing authority literature, expert tax partner’s guidance and knowledge of the tax professionals.

b. A description of the mechanisms to raise concerns about the organization’s business conduct and the organization’s integrity in relation to tax.

Agility Global maintains a toll free hotline and email account for any stakeholder to report concerns or grievances, including those related to tax issues.

c. A description of the assurance process for disclosures on tax including, if applicable, a link or reference to the external assurance report(s) or assurance statement(s).

Tax disclosures are included in the annual financial report, which is assured per Abu Dhabi Securities Exchange (ADX) compliance regulations.

a. A description of the approach to stakeholder engagement and management of stakeholder concerns related to tax, including:

Agility Global Tax seeks an open dialogue with our shareholders, relevant tax authorities, customers and various Agility Global business groups. Any new changes to be made to the tax strategy and any planning due to changes in the tax laws shall be identified, analyzed, and reviewed by the Tax Department for the entire Agility Global organization and in coordination with Legal, Corporate Secretarial Departments and respective country-tax representatives of Agility Global organizations.

i. the approach to engagement with tax authorities;

Depending on the region, complexity, and materiality of the restructuring required as per the new changes in the tax law, the Head of Tax may consider the use of tax consulting firms or in-house team to review and recommend changes to the tax structuring, strategy and plan.

ii. the approach to public policy advocacy on tax;

Agility Global Tax also actively participates in the Tax Executive Institute, which is the preeminent association of in-house tax professionals to help identify tax law trends in good time and to be able to react to them. The Tax team supports the principles of greater transparency by ensuring compliance with country-by-country reporting as part of the OECD’s Base Erosion and Profit Shifting project exchange of country-by-country reporting data between taxing authorities, and EU’s Mandatory Disclosure Regime.

iii. the processes for collecting and considering the views and concerns of stakeholders, including external stakeholders.

Agility Global receives feedback from shareholders and other stakeholders via its “contact us” feature on the Agility Global website. Any reported concerns are managed according to a time-bound and performance measured basis. Additionally, shareholders are able to report concerns or information during the annual shareholders meeting. All reports are recorded and distributed to the appropriate authority or department in the company, including the tax department when applicable.

Significant detailed requirements

Agility Global reports its tax position as part of its IFRS annual reporting.

b. For each tax jurisdiction reported in Disclosure 207-4-a:

See above.

i. Names of the resident entities;

See above.

ii. Primary activities of the organization;

See above.

iii. Number of employees, and the basis of calculation of this number;

See above.

iv. Revenues from third-party sales;

See above.

v. Revenues from intra-group transactions with other tax jurisdictions;

See above.

vi. Profit/loss before tax;

See above.

vii. Tangible assets other than cash and cash equivalents;

See above.

viii. Corporate income tax paid on a cash basis;

See above.

ix. Corporate income tax accrued on profit/loss;

See above.

x. Reasons for the difference between corporate income tax accrued on profit/loss and the tax due if the statutory tax rate is applied to profit/loss before tax.

See above.

c. The time period covered by the information reported in Disclosure 207-4.

See above.

a. Total weight or volume of materials that are used to produce and package the organization’s primary products and services during the reporting period, by:

Omitted: not material – most of our businesses operate in the services sector and do not consume high weights or volumes of materials.

i. non-renewable materials used;

See above.

ii. renewable materials used.

See above.

a. Percentage of recycled input materials used to manufacture the organization’s primary products and services.

Omitted: not material – most of our businesses operate in the services sector and do not consume high weights or volumes of materials.

a. Percentage of reclaimed products and their packaging materials for each product category.

Omitted: not material – most of our businesses operate in the services sector.

b. How the data for this disclosure have been collected.

Omitted: not material – most of our businesses operate in the services sector.

a. Total fuel consumption within the organization from non-renewable sources, in joules or multiples, and including fuel types used.

Diesel (liters)

57,221,848.80

Diesel (megajoules)

2,120,555,819.37

Gas LPG – Liquefied Petroleum Gas (liters)

768,211.06

Gas LPG (megajoules)

19,589,382.03

Gasoline (liters)

11,567,505.64

Gasoline (megajoules)

394,454,148.20

Gas – Natural gas (CNG/LNG) (liters)

10,208,547.75

Gas – Natural gas (CNG/LNG) (megajoules)

195,291,419.31

Marine Gas Oil/Low Sulphur Fuel consumption (tons)

82,339.54

Marine Gas Oil/Low Sulphur Fuel (megajoules)

3,358,315,000.00

Kerosene consumption (liters)

Kerosene (megajoules)

b. Total fuel consumption within the organization from renewable sources, in joules or multiples, and including fuel types used.

Omitted: information unavailable / incomplete.

c. In joules, watt-hours or multiples, the total:

i. electricity consumption (kWh)

58,582,313.95

i. electricity consumption (megajoules)

210,896,330.23

ii. heating consumption

Omitted: not applicable.

iii. cooling consumption

Omitted: not applicable.

iv. steam consumption.

Omitted: not applicable.

d. In joules, watt-hours or multiples, the total:

i. electricity sold

Omitted: not applicable.

ii. heating sold

Omitted: not applicable.

iii. cooling sold

Omitted: not applicable.

iv. steam sold

Omitted: not applicable.

e. Total energy consumption within the organization, in megajoules.

6,299,102,099.14

f. Standards, methodologies, assumptions, and/or calculation tools used.

To convert liters and kWh consumption to megajoules, Agility Global uses the US Energy Information Agency online energy conversion calculators.

g. Source of the conversion factors used.

To convert liters and kWh consumption to megajoules, Agility Global uses the US Energy Information Agency online energy conversion calculators.

a. Energy consumption outside of the organization, in joules or multiples.

Omitted: information unavailable / incomplete. We currently report Scope 3 carbon emissions for 96.0% of the company based on headcount. All reported Scope 3 emissions are from upstream emissions related to electricity and fuel consumption. We report full Scope 3 GHG emissions for Menzies and Tristar and limited Scope 3 emissions for our other controlled businesses.

b. Standards, methodologies, assumptions, and/or calculation tools used.

Omitted: not applicable.

c. Source of the conversion factors used.

Omitted: not applicable.

a. Energy intensity ratio for the organization (megajoules/economic value generated)

1.37 MJ / USD economic value generated.

This figure includes only scopes 1 and 2 energy consumption. Reported gross GHG emissions include 100% of all reported subsidiary emissions.

b. Organization-specific metric (the denominator) chosen to calculate the ratio.

Energy intensity ratio = megajoules / economic value generated in USD (or 6,299,102,099.14 MJ / 4,609,696,000.00 USD total economic value generated.)

c. Types of energy included in the intensity ratio; whether fuel, electricity, heating, cooling, steam, or all.

Electricity and fuel including diesel, MGO, gasoline, CNG/LNG, and LPG.

d. Whether the ratio uses energy consumption within the organization, outside of it, or both.

Within the organization only.

a. Amount of reductions in energy consumption achieved as a direct result of conservation and efficiency initiatives, in joules or multiples.

Omitted: information unavailable / incomplete.

Agility Global is committed to reducing the carbon footprint of our own operations and working with partners across our value chain to reduce our collective impact on climate change.

Our controlled businesses are focusing on improving their environmental performance. Each subsidiary implements its own strategy, tailored to its identity and guided by our overarching Agility Global goals. 99%+ of our business by reported emissions have net-zero commitments.

b. Types of energy included in the reductions; whether fuel, electricity, heating, cooling,steam, or all.

Omitted: information unavailable / incomplete. See above.

c. Basis for calculating reductions in energy consumption, such as base year or baseline, including the rationale for choosing it.

Omitted: information unavailable / incomplete. See above.

d. Standards, methodologies, assumptions, and/or calculation tools used.

Omitted: information unavailable / incomplete. See above.

a. Reductions in energy requirements of sold products and services achieved during the reporting period, in joules or multiples.

Omitted: not applicable.

b. Basis for calculating reductions in energy consumption, such as base year or baseline, including the rationale for choosing it.

Omitted: not applicable.

c. Standards, methodologies, assumptions, and/or calculation tools used.

Omitted: not applicable.

a. A description of how the organization interacts with water, including how and where water is withdrawn, consumed, and discharged, and the water-related impacts the organization has caused or contributed to, or that are directly linked to its operations, products, or services by its business relationships (e.g., impacts caused by runoff).

Omitted: information unavailable / incomplete.

Water is not currently considered material for Agility Global as a whole, as determined in our 2024 double materiality assessment. However, we will continue to monitor this topic, which is of high external interest and is material for ALP due to some of its areas of operation in water scarce areas.

Agility Global’s operations largely withdraw, consume and discharge water at their respective operating locations. We estimate that most water originates from municipal supplies, including delivered water. In some locations in Africa and India water may be withdrawn from wells.

Generally, Agility Global’s water consumption is low and we believe discharge impact is low. Water is especially material for our operations in Africa and the Middle East. Alliad, our most water-intensive subsidiary, focuses on increasing efficiency and treating discharged water. Tristar uses water recycling and reuse systems, efficient technologies, and internal awareness campaigns to conserve water. ALP has some warehouses and infrastructure in water-stressed regions. The company incorporates water-saving measures into its buildings to help customers reduce their water use, and built three new water treatment plants in 2024 in Ghana, Mozambique and India.

b. A description of the approach used to identify water-related impacts, including the scope of assessments, their timeframe, and any tools or methodologies used.

Water is not currently considered material for Agility Global as a whole, as determined in our 2024 double materiality assessment. Our Groupwide water data management systems are in early stages and we will provide further update as we make progress.

c. A description of how water-related impacts are addressed, including how the organization works with stakeholders to steward water as a shared resource, and how it engages with suppliers or customers with significant water-related impacts.

Water is not currently considered material for Agility Global as a whole, as determined in our 2024 double materiality assessment. However, we will continue to monitor this topic, which is of high external interest and is material for ALP due to some of its areas of operation in water scarce areas. Agility Global complies with local laws and environmental regulations where water-related impacts are concerned.

Alliad, our most water-intensive subsidiary, focuses on increasing efficiency and treating discharged water. Tristar uses water recycling and reuse systems, efficient technologies, and internal awareness campaigns to conserve water. ALP has some warehouses and infrastructure in water-stressed regions. The company incorporates water-saving measures into its buildings to help customers reduce their water use, and built three new water treatment plants in 2024 in Ghana, Mozambique and India.

d. An explanation of the process for setting any water-related goals and targets that are part of the organization’s approach to managing water and effluents, and how they relate to public policy and the local context of each area with water stress.

Water is not currently considered material for Agility Global as a whole, as determined in our 2024 double materiality assessment. Our Groupwide water data management systems are in early stages and we will provide further update as we make progress.

a. A description of any minimum standards set for the quality of effluent discharge, and how these minimum standards were determined, including:

Omitted: see 303-1.

i. how standards for facilities operating in locations with no local discharge requirements were determined;

Omitted: see 303-1.

ii. any internally developed water quality standards or guidelines;

Omitted: see 303-1.

iii. any sector-specific standards considered;

Omitted: see 303-1.

iv. whether the profile of the receiving waterbody was considered.

Omitted: see 303-1.

a. Total water withdrawal from all areas in megaliters, and a breakdown of this total by the following sources, if applicable:

Omitted: see 303-1.

i. Surface water;

Omitted: see 303-1.

ii. Groundwater;

Omitted: see 303-1.

iii. Seawater;

Omitted: see 303-1.

iv. Produced water;

Omitted: see 303-1.

v. Third-party water.

Omitted: see 303-1.

b. Total water withdrawal from all areas with water stress in megaliters, and a breakdown of this total by the following sources, if applicable:

Omitted: see 303-1.

i. Surface water;

Omitted: see 303-1.

ii. Groundwater;

Omitted: see 303-1.

iii. Seawater;

Omitted: see 303-1.

iv. Produced water;

Omitted: see 303-1.

v. Third-party water, and a breakdown of this total by the withdrawal sources listed in i-iv.

Omitted: see 303-1.

c. A breakdown of total water withdrawal from each of the sources listed in Disclosures 303-3-a and 303-3-b in megaliters by the following categories:

Omitted: see 303-1.

i. Freshwater (≤1,000 mg/L Total Dissolved Solids);

Omitted: see 303-1.

ii. Other water (>1,000 mg/L Total Dissolved Solids).

Omitted: see 303-1.

d. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used.

Omitted: see 303-1.

a. Total water discharge to all areas in megaliters, and a breakdown of this total by the following types of destination, if applicable:

Omitted: see 303-1.

i. Surface water;

Omitted: see 303-1.

ii. Groundwater;

Omitted: see 303-1.

iii. Seawater;

Omitted: see 303-1.

iv. Third-party water, and the volume of this total sent for use to other organizations, if applicable.

Omitted: see 303-1.

b. A breakdown of total water discharge to all areas in megaliters by the following categories:

Omitted: see 303-1.

i. Freshwater (≤1,000 mg/L Total Dissolved Solids);

Omitted: see 303-1.

ii. Other water (>1,000 mg/L Total Dissolved Solids).

Omitted: see 303-1.

c. Total water discharge to all areas with water stress in megaliters, and a breakdown of this total by the following categories:

Omitted: see 303-1.

i. Freshwater (≤1,000 mg/L Total Dissolved Solids);

Omitted: see 303-1.

ii. Other water (>1,000 mg/L Total Dissolved Solids).

Omitted: see 303-1.

d. Priority substances of concern for which discharges are treated, including:

Omitted: see 303-1.

i. how priority substances of concern were defined, and any international standard, authoritative list, or criteria used;

Omitted: see 303-1.

ii. the approach for setting discharge limits for priority substances of concern;

Omitted: see 303-1.

iii. number of incidents of non-compliance with discharge limits.

Omitted: see 303-1.

e. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used.

Omitted: see 303-1.

a. Total water consumption from all areas in megaliters.

115.137.

b. Total water consumption from all areas with water stress in megaliters.

Omitted: see 303-1.

c. Change in water storage in megaliters, if water storage has been identified as having a significant water-related impact.

Omitted: see 303-1.

d. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used, including whether the information is calculated, estimated, modeled, or sourced from direct measurements, and the approach taken for this, such as the use of any sector-specific factors.

This includes data from Tristar, ALP, and Alliad. It does not include data from Menzies Aviation, which does not yet report water consumption. Our Groupwide water data management systems are in early stages and we will provide further update as we make progress.

a. For each operational site owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas, the following information:

Omitted: not currently material.

i. Geographic location;

See above.

ii. Subsurface and underground land that may be owned, leased, or managed by the organization;

See above.

iii. Position in relation to the protected area (in the area, adjacent to, or containing portions of the protected area) or the high biodiversity value area outside protected areas;

See above.

iv. Type of operation (office, manufacturing or production, or extractive);

See above.

v. Size of operational site in km2 (or another unit, if appropriate);

See above.

vi. Biodiversity value characterized by the attribute of the protected area or area of
high biodiversity value outside the protected area (terrestrial, freshwater, or maritime ecosystem);

See above.

vii. Biodiversity value characterized by listing of protected status (such as IUCN Protected Area Management Categories, Ramsar Convention, national legislation).

See above.

a. Nature of significant direct and indirect impacts on biodiversity with reference to one or more of the following:

Omitted: not currently material.

i. Construction or use of manufacturing plants, mines, and transport infrastructure;

See above.

ii. Pollution (introduction of substances that do not naturally occur in the habitat from point and non-point sources);

See above.

iii. Introduction of invasive species, pests, and pathogens;

See above.

iv. Reduction of species;

See above.

v. Habitat conversion;

See above.

vi. Changes in ecological processes outside the natural range of variation (such as salinity or changes in groundwater level).

See above.

b. Significant direct and indirect positive and negative impacts with reference to the following:

See above.

i. Species affected;

See above.

ii. Extent of areas impacted;

See above.

iii. Duration of impacts;

See above.

iv. Reversibility or irreversibility of the impacts.

See above.

a. Size and location of all habitat areas protected or restored, and whether the success of the restoration measure was or is approved by independent external professionals.

Omitted: not currently material.

b. Whether partnerships exist with third parties to protect or restore habitat areas distinct from where the organization has overseen and implemented restoration or protection measures.

See above.

c. Status of each area based on its condition at the close of the reporting period.

See above.

d. Standards, methodologies, and assumptions used.

See above.

a. Total number of IUCN Red List species and national conservation list species with habitats in areas affected by the operations of the organization, by level of extinction risk:

Omitted: not currently material.

i. Critically endangered

See above.

ii. Endangered

See above.

iii. Vulnerable

See above.

iv. Near threatened

See above.

v. Least concern

See above.

a. Gross direct (Scope 1) GHG emissions in metric tons of CO2 equivalent.

188,469.60

Reported gross GHG emissions include 100% of all reported subsidiary emissions. We currently report Scope 1 and 2 GHG emissions for more than 98% of the company based on headcount. Reporting entities include Tristar, Menzies, ALP, and Alliad. The Shipa Companies partially report due to limited data availability. We use headcount as a proxy for operational impact because this typically correlates to the size of operations.

Agility Global Sustainability Report FY24, pages 16, 45, 47

b. Gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all.

CO2e.

c. Biogenic CO2 emissions in metric tons of CO2 c. equivalent.

Omitted: information unavailable / incomplete.

d. Base year for the calculation, if applicable, including:

We will complete a full emissions baseline in 2025 once the full integration of Menzies is completed and after Tristar and Menzies have completed multiple Scope 3 reporting cycles.

i. the rationale for choosing it;

See above.

ii. emissions in the base year;

See above.

iii. the context for any significant changes in emissions that triggered recalculations of base year emissions.

See above.

e. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source.

2021 IEA & Defra factors.

International Energy Agency website: IEA – International Energy Agency

f. Consolidation approach for emissions; whether equity share, financial control, or operational control.

Operational control.

g. Standards, methodologies, assumptions, and/or calculation tools used.

Where CO2 data are reported, Agility Global relies on the conversion factors from the IEA 2021 Greenhouse Gas Emissions and UK Defra.

Agility Global Sustainability Report FY24, page 45

a. Gross location-based energy indirect (Scope 2) GHG emissions in metric tons of CO2 equivalent.

18,654.50

We currently report Scope 1 and 2 GHG emissions for more than 98% of the company based on headcount. Reporting entities include Tristar, Menzies, ALP, and Alliad. The Shipa Companies partially report due to limited data availability. We use headcount as a proxy for operational impact because this typically correlates to the size of operations.

2.1.1. exclude any GHG trades from the calculation of gross direct (Scope 1) GHG emissions

Omitted: not applicable.

b. If applicable, gross market-based energy indirect (Scope 2) GHG emissions in metric tons of CO2 equivalent.

Omitted: not applicable.

c. If available, the gases included in the calculation; whether CO , CH , N O, HFCs, PFCs, SF , NF , or all.

CO2e.

d. Base year for the calculation, if applicable, including:

We will complete a full emissions baseline in 2025 once the full integration of Menzies is completed and after Tristar and Menzies have completed multiple Scope 3 reporting cycles.

i. the rationale for choosing it;

See above.

ii. emissions in the base year;

See above.

iii. the context for any significant changes in emissions that triggered recalculations of base year emissions.

See above.

e. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source.

2021 IEA factors & UK Defra factors.

f. Consolidation approach for emissions; whether equity share, financial control, or operational control.

Operational control.

g. Standards, methodologies, assumptions, and/or calculation tools used.

Where CO2 data are reported, Agility Global relies on the conversion factors from the IEA 2021 Greenhouse Gas Emissions from Energy database and UK Defra.

a. Gross other indirect (Scope 3) GHG emissions in metric tons of CO2 equivalent.

2,661,354.71

We currently report Scope 3 GHG emissions for 96.0% of the company based on headcount in this report, including full Scope 3 GHG emissions for Menzies and Tristar and limited Scope 3 emissions for our other controlled businesses.

Scope 3 emissions reported by the controlled businesses may include emissions from purchased goods and services, capital goods, fuel and energy related (upstream emissions related to electricity and fuel consumption, etc.), waste generated in operations, upstream transportation and distribution, business travel, employee commuting, upstream and downstream leased assets, downstream transportation and distribution and use of sold products.

b. If available, the gases included in the calculation; whether CO , CH , N O, HFCs, PFCs, SF , NF , or all.

Omitted: information unavailable / incomplete. See above.

c. Biogenic CO2 emissions in metric tons of CO2equivalent.

Omitted: information unavailable / incomplete. See above.

d. Other indirect (Scope 3) GHG emissions categories and activities included in the calculation.

Omitted: information unavailable / incomplete. See above.

e. Base year for the calculation, if applicable, including:

2026.

i. the rationale for choosing it;

Omitted: information unavailable / incomplete.

ii. emissions in the base year;

Omitted: information unavailable / incomplete. See above.

iii. the context for any significant changes in emissions that triggered recalculations of base year emissions.

Omitted: information unavailable / incomplete.

f. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source.

2021 IEA factors & UK Defra factors.

g. Standards, methodologies, assumptions, and/or calculation tools used.

Where CO2 data are reported, Agility Global relies on the conversion factors from the IEA 2021 Greenhouse Gas Emissions from Energy database and UK Defra.

a. GHG emissions intensity ratio for the organization.

1.40

This intensity ratio includes scopes 1 and 2 information from all reporting organizations.

Reported gross GHG emissions include 100% of all reported subsidiary emissions, including Tristar’s emissions, which had previously been reported at 65.12%, proportional to Agility’s ownership share.

b. Organization-specific metric (the denominator) chosen to calculate the ratio.

c. Types of GHG emissions included in the intensity ratio; whether direct (Scope 1), energy indirect (Scope 2), and/or other indirect (Scope 3).

Scopes 1 and 2 only.

d. Gases included in the calculation; whether CO2 , CH4 , N2O, HFCs, PFCs, SF6 , NF3 , or all.

CO2.

a. GHG emissions reduced as a direct result of reduction initiatives, in metric tons of CO2 equivalent.

Omitted: information unavailable / incomplete.

In 2024, Agility Global emitted 2,868,479 GHG emissions (tons CO2e). Our 2024 GHG emissions are not comparable to 2023 reported data, as Agility Global is a new entity as of 2024. Notably Tristar’s Scope 3 emissions, which account for 85% of Agility Global’s total emissions, decreased by 28% in 2024 compared to 2023. This decrease is primarily due to improvements in data calculations and certain maritime assets falling outside of the boundary of Tristar’s scope of reporting.

b. Gases included in the calculation; whether CO2 , CH4 , N2O, HFCs, PFCs, SF6 , NF3 , or all.

CO2e.

c. Base year or baseline, including the rationale for choosing it.

d. Scopes in which reductions took place; whether direct (Scope 1), energy indirect (Scope 2), and/or other indirect (Scope 3).

Omitted: information unavailable / incomplete. See above.

Tristar’s Scope 3 emissions, which account for 85% of Agility Global’s total emissions, decreased by 28% in 2024 compared to 2023.

e. Standards, methodologies, assumptions, and/or calculation tools used.

IEA and UK Defra standards and methodology, as applicable.

a. Production, imports, and exports of ODS in metric tons of CFC-11 (trichlorofluoromethane) equivalent.

Omitted: information unavailable / incomplete.

b. Substances included in the calculation.

Omitted: information unavailable / incomplete.

c. Source of the emission factors used.

Omitted: information unavailable / incomplete.

d. Standards, methodologies, assumptions, and/or calculation tools used.

Omitted: information unavailable / incomplete.

a. Significant air emissions, in kilograms or multiples, for each of the following:

Omitted: information unavailable / incomplete.

i. NOx;

Omitted: information unavailable / incomplete.

ii. SOx;

Omitted: information unavailable / incomplete.

iii. Persistent organic pollutants (POP);

Omitted: information unavailable / incomplete.

iv. Volatile organic compounds (VOC);

Omitted: information unavailable / incomplete.

v. Hazardous air pollutants (HAP);

Omitted: information unavailable / incomplete.

vi. Particulate matter (PM);

Omitted: information unavailable / incomplete.

vii. Other standard categories of air emissions identified in relevant regulations.

Omitted: information unavailable / incomplete.

b. Source of the emission factors used.

Omitted: information unavailable / incomplete.

c. Standards, methodologies, assumptions, and/or calculation tools used.

Omitted: information unavailable / incomplete.

a. For the organization’s significant actual and potential waste-related impacts, a description of:

Resource use and the circular economy is not currently considered material for Agility Global as a whole. However, we will continue to monitor the topic, which is of high external interest and resource outflows / waste is a material topic for Menzies.

i. the inputs, activities, and outputs that lead or could lead to these impacts;

Reduction of food waste is relevant to Alliad; likewise, cargo waste for Menzies.

ii. whether these impacts relate to waste generated in the organization’s own activities or to waste generated upstream or downstream in its value chain.

Omitted: information unavailable / incomplete. See above.

a. Actions, including circularity measures, taken to prevent waste generation in the organization’s own activities and upstream and downstream in its value chain, and to manage significant impacts from waste generated.

Omitted: information unavailable / incomplete. Resource use and the circular economy is not currently considered material for Agility Global as a whole. However, we will continue to monitor the topic, which is of high external interest and resource outflows / waste is a material topic for Menzies. We are working to strengthen data systems to capture our groupwide waste data, which are currently in early stages.

Menzies monitors waste from its ground, cargo and fueling operations, with a key focus on cargo packaging waste, and is exploring circular reduction strategies. In 2024, Menzies’ waste-related Scope 3 emissions reduced due to improved data quality and increased recycling efforts. The company has set a target to achieve zero waste to landfill in cargo operations by 2026.

In 2024, Menzies saved the equivalent of over 5.9 million plastic bottles from being left in a landfill through its use of biodegradable plastic.

b. If the waste generated by the organization in its own activities is managed by a third party, a description of the processes used to determine whether the third party manages the waste in line with contractual or legislative obligations.

Omitted: information unavailable / incomplete. See above.

c. The processes used to collect and monitor waste-related data.

Omitted: information unavailable / incomplete. See above.

a. Total weight of waste generated in metric tons, and a breakdown of this total by composition of the waste.

Omitted: information unavailable / incomplete. Resource use and the circular economy is not currently considered material for Agility Global as a whole. However, we will continue to monitor the topic, which is of high external interest and resource outflows / waste is a material topic for Menzies. We are working to strengthen data systems to capture our groupwide waste data, which are currently in early stages.

b. Contextual information necessary to understand the data and how the data has been compiled.

Omitted: information unavailable / incomplete. See above.

Menzies monitors waste from its ground, cargo and fueling operations, with a key focus on cargo packaging waste, and is exploring circular reduction strategies.

a. Total weight of waste diverted from disposal in metric tons, and a breakdown of this total by composition of the waste.

Omitted: information unavailable / incomplete. Resource use and the circular economy is not currently considered material for Agility Global as a whole. However, we will continue to monitor the topic, which is of high external interest and resource outflows / waste is a material topic for Menzies. We are working to strengthen data systems to capture our groupwide waste data, which are currently in early stages.

Menzies monitors waste from its ground, cargo and fueling operations, with a key focus on cargo packaging waste, and is exploring circular reduction strategies.

b. Total weight of hazardous waste diverted from disposal in metric tons, and a breakdown of this total by the following recovery operations:

Omitted: information unavailable / incomplete. See above.

i. Preparation for reuse;

Omitted: information unavailable / incomplete. See above.

ii. Recycling;

Omitted: information unavailable / incomplete. See above.

iii. Other recovery operations.

Omitted: information unavailable / incomplete. See above.

c. Total weight of non-hazardous waste diverted from disposal in metric tons, and a breakdown of this total by the following recovery operations:

Omitted: information unavailable / incomplete. See above.

i. Preparation for reuse;

Omitted: information unavailable / incomplete. See above.

ii. Recycling;

Omitted: information unavailable / incomplete. See above.

iii. Other recovery operations.

Omitted: information unavailable / incomplete. See above.

d. For each recovery operation listed in Disclosures 306-4-b and 306-4-c, a breakdown of the total weight in metric tons of hazardous waste and of non-hazardous waste diverted from disposal:

Omitted: information unavailable / incomplete. See above.

i. onsite;

Omitted: information unavailable / incomplete. See above.

ii. offsite.

Omitted: information unavailable / incomplete. See above.

e. Contextual information necessary to understand the data and how the data has been compiled.

Omitted: information unavailable / incomplete. See above.

a. Total weight of waste directed to disposal in metric tons, and a breakdown of this total by composition of the waste.

Omitted: information unavailable / incomplete. Resource use and the circular economy is not currently considered material for Agility Global as a whole. However, we will continue to monitor the topic, which is of high external interest and resource outflows / waste is a material topic for Menzies. We are working to strengthen data systems to capture our groupwide waste data, which are currently in early stages.

Menzies monitors waste from its ground, cargo and fueling operations, with a key focus on cargo packaging waste, and is exploring circular reduction strategies.

b. Total weight of hazardous waste directed to disposal in metric tons, and a breakdown of this total by the following disposal operations:

Omitted: information unavailable / incomplete. See above.

i. Incineration (with energy recovery);

Omitted: information unavailable / incomplete. See above.

ii. Incineration (without energy recovery);

Omitted: information unavailable / incomplete. See above.

iii. Landfilling;

Omitted: information unavailable / incomplete. See above.

iv. Other disposal operations.

Omitted: information unavailable / incomplete. See above.

c. Total weight of non-hazardous waste directed to disposal in metric tons, and a breakdown of this total by the following disposal operations:

Omitted: information unavailable / incomplete. See above.

i. Incineration (with energy recovery);

Omitted: information unavailable / incomplete. See above.

ii. Incineration (without energy recovery);

Omitted: information unavailable / incomplete. See above.

iii. Landfilling;

Omitted: information unavailable / incomplete. See above.

iv. Other disposal operations.

Omitted: information unavailable / incomplete. See above.

d. For each disposal operation listed in Disclosures 306-5-b and 306-5-c, a breakdown of the total weight in metric tons of hazardous waste and of non-hazardous waste directed to disposal:

Omitted: information unavailable / incomplete. See above.

i. onsite;

Omitted: information unavailable / incomplete. See above.

ii. offsite.

Omitted: information unavailable / incomplete. See above.

Contextual information necessary to understand the data and how the data has been compiled.

Omitted: information unavailable / incomplete. See above.

a. Percentage of new suppliers that were screened using environmental criteria.

a. Number of suppliers assessed for environmental impacts.

Omitted: information unavailable / incomplete. See 308-1.

b. Number of suppliers identified as having significant actual and potential negative environmental impacts.

Omitted: information unavailable / incomplete. See 308-1.

c. Significant actual and potential negative environmental impacts identified in the supply chain.

Omitted: information unavailable / incomplete. See 308-1.

d. Percentage of suppliers identified as having significant actual and potential negative environmental impacts with which improvements were agreed upon as a result of assessment.

Omitted: information unavailable / incomplete. See 308-1.

e. Percentage of suppliers identified as having significant actual and potential negative environmental impacts with which relationships were terminated as a result of assessment, and why.

Omitted: information unavailable / incomplete. See 308-1.

a. Total number and rate of new employee hires during the reporting period, by age group, gender and region.

In 2024, Agility Global and its companies hired 19,907 new employees, of which 14,204 (71.35%) were male and 5,703 (28.65%) were female.

b. Total number and rate of employee turnover during the reporting period, by age group, gender and region.

Not disclosed.

a. Benefits which are standard for full-time employees of the organization but are not provided to temporary or part-time employees, by significant locations of operation. These include, as a minimum:

All of Agility Global’s full time employees receive full social and labor protections as per local law and regulation. Part-time and temporary employees receive benefits as required by local law, which may not be equal to those provided to full-time employees.

i. life insurance;

Agility Global’s full time employees receive health insurance or health care benefits per individual company policy, and as per local law and regulation. See note above regarding part time employees and reporting by country.

ii. health care;

Agility Global’s full time employees receive disability and invalidity coverage per individual company policy, and as per local law and regulation. See note above regarding part time employees and reporting by country.

iii. disability and invalidity coverage;

Agility Global’s full time employees receive life insurance benefits per individual company policy, and as per local law and regulation. See note above regarding part time employees and reporting by country.

iv. parental leave;

Parental leave entitlement is not globally tracked, including by gender. All employees are provided parental leave based on local regulatory and/or policy requirements, which vary by location. However, as part of our controlling shareholder Agility Group’s obligations under its UN Women’s Empowerment Principles commitments, we track and report the number of employees that took parental leave — including by gender — and we estimate post-leave employee retention and turnover rates.

v. retirement provision;

Agility Global’s full time employees receive retirement provision benefits per individual company policy, and as per local law and regulation. See note above regarding part time employees and reporting by country.

vi. stock ownership;

Agility Global does not provide stock ownership as part of its benefits to employees. See note above regarding part time employees and reporting by country.

vii. others.

Agility Global’s full time employees receive paid vacation and sick leave benefits per individual company policy, and as per local law and regulation. See note above regarding part time employees and reporting by country.

b. The definition used for ‘significant locations of operation’.

Sites with >50 workers, including employees and contract or temporary workers.

a. Total number of employees that were entitled to parental leave, by gender.

Parental leave entitlement is not globally tracked, including by gender. All employees are provided parental leave based on local regulatory and/or policy requirements, which vary by location.

b. Total number of employees that took parental leave, by gender.

Omitted: information unavailable / incomplete.

c. Total number of employees that returned to work in the reporting period after parental leave ended, by gender.

Omitted: information unavailable / incomplete.

d. Total number of employees that returned to work after parental leave ended that were still employed 12 months after their return to work, by gender.

Omitted: information unavailable / incomplete.

e. Return to work and retention rates of employees that took parental leave, by gender.

Omitted: information unavailable / incomplete.

a. Minimum number of weeks’ notice typically provided to employees and their representatives prior to the implementation of significant operational changes that could substantially affect them.

Agility Global follows local laws regarding notice periods for operational changes.

b. For organizations with collective bargaining agreements, report whether the notice period and provisions for consultation and negotiation are specified in collective agreements.

Notice period and provisions for consultation and negotiation are specified in collective agreements as may be determined by collective bargaining resolutions.

a. A statement of whether an occupational health and safety management system has been implemented, including whether:

The wellbeing of our people is always a priority. Agility Global does not have a single, integrated health & safety management system across all companies. Each company operates its own health & safety system in accordance with its own unique requirements and appropriate industry standards. These systems cover 100% of all company operations.

Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities.

In 2024, we developed our Safety Incident Process, an automated incident reporting system. The system alerts department leaders and health and safety professionals, recording the time, nature, and location of the incident and the remedial action taken.

For Agility Global corporate employees, all ALP locations, and Shipa employees, we introduced new customized training to reinforce a health and safety culture and mindset among employees. We support this with regular communication and feedback, and an internal network of safety champions. Our Corporate Quality, Health, Safety and Environment team tracks and provides workplace health and safety training certifications for all ALP and corporate business units.

i. the system has been implemented because of legal requirements and, if so, a list of the requirements;

Agility Global’s companies’ health and safety systems have been implemented to respond to operational and legal requirements. The legal requirements for our operations vary widely depending on the geography of operations.

ii. the system has been implemented based on recognized risk management and/or management system standards/guidelines and, if so, a list of the standards/guidelines.

Currently, various Agility Global companies like Menzies Aviation, Alliad, Tristar, ALP, UPAC, and DGS are ISO 45001/18001 or equivalent standard certified. 90%+ of Menzies, Tristar, ALP and Alliad’s combined headcount is covered by ISO 14001 or an equivalent standard, and 90%+ is covered by ISO 45001 / 18001 or an equivalent standard.

b. A description of the scope of workers, activities, and workplaces covered by the occupational health and safety management system, and an explanation of whether and, if so, why any workers, activities, or workplaces are not covered.

Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities.

The reporting organization shall report the following information for employees and for workers who are not employees but whose work and/or workplace is controlled by the organization:

a. A description of the processes used to identify work-related hazards and assess risks on a routine and non-routine basis, and to apply the hierarchy of controls in order to eliminate hazards and minimize risks, including:

Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting. For example, all of Tristar’s road safety incidents are reported, recorded and followed up by a meeting with all those involved the next day. Action is taken immediately following the incident, lessons learnt are captured and employees are trained daily through Tool Box sessions.

In 2024, we began to take a more proactive stance on health and safety. We conducted a health and safety gap analysis for the subsidiaries whose programs we directly support. We also developed our Safety Incident Process, an automated incident reporting system. The system alerts department leaders and health and safety professionals, recording the time, nature, and location of the incident and the remedial action taken.

For Agility Global corporate employees, all ALP locations, and Shipa employees, we introduced new customized training to reinforce a health and safety culture and mindset among employees. We support this with regular communication and feedback, and an internal network of safety champions. Our Corporate Quality, Health, Safety and Environment team tracks and provides workplace health and safety training certifications for all ALP and corporate business units.

i. how the organization ensures the quality of these processes, including the competency of persons who carry them out;

See above.

ii. how the results of these processes are used to evaluate and continually improve the occupational health and safety management system.

See above.

b. A description of the processes for workers to report work-related hazards and hazardous situations, and an explanation of how workers are protected against reprisals.

Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities.

In 2024, we began to take a more proactive stance on health and safety. We conducted a health and safety gap analysis for the subsidiaries whose programs we directly support. We also developed our Safety Incident Process, an automated incident reporting system. The system alerts department leaders and health and safety professionals, recording the time, nature, and location of the incident and the remedial action taken.

For Agility Global corporate employees, all ALP locations, and Shipa employees, we introduced new customized training to reinforce a health and safety culture and mindset among employees. We support this with regular communication and feedback, and an internal network of safety champions. Our Corporate Quality, Health, Safety and Environment team tracks and provides workplace health and safety
training certifications for all ALP and corporate business units.

c. A description of the policies and processes for workers to remove themselves from work situations that they believe could cause injury or ill health, and an explanation of how workers are protected against reprisals.

Our largest businesses all have a managed health and safety program, including processes to protect complainants.

d. A description of the processes used to investigate work-related incidents, including the processes to identify hazards and assess risks relating to the incidents, to determine corrective actions using the hierarchy of controls, and to determine improvements needed in the occupational health and safety management system.

Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities.

a. A description of the occupational health services’ functions that contribute to the identification and elimination of hazards and minimization of risks, and an explanation of how the organization ensures the quality of these services and facilitates workers’ access to them.

1.3.1 How the organization maintains the confidentiality of workers’ personal health related information;

Agility Global’s data protection policies clarify that the collection and use of personal data is kept confidential, and must have a clear purpose associated with it. Systems that Agility Global uses to collect data have completed the required impact assessments to ensure all employee data is kept safe and secure. All data collection adheres to local regulations regarding data privacy.

1.3.2 How the organization ensures that workers’ personal health-related information and their participation in any occupational health services is not used for any favorable or unfavorable treatment of workers.

Agility Global is committed to providing a work environment that is free from all types of harassment and discrimination. Agility Global’s policy is to not discriminate on the basis of race, color, religion, gender, age, nationality, sexual preference, disability, or any other factors prohibited by applicable laws, including health-related reasons.

Additionally, Agility Global’s data protection policies clarify that the collection and use of personal data is kept confidential, and must have a clear purpose associated with it. Systems that Agility Global uses to collect data have completed the required impact assessments to ensure all employee data is kept safe and secure. All data collection adheres to local regulations regarding data privacy.

The reporting organization shall report the following information for employees and for workers who are not employees but whose work and/or workplace is controlled by the organization:

a. A description of the processes for worker participation and consultation in the development, implementation, and evaluation of the occupational health and safety management system, and for providing access to and communicating relevant information on occupational health and safety to workers.

Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities.

In 2024, we developed our Safety Incident Process, an automated incident reporting system. The system alerts department leaders and health and safety professionals, recording the time, nature, and location of the incident and the remedial action taken.

For Agility Global corporate employees, all ALP locations, and Shipa employees, we introduced new customized training to reinforce a health and safety culture and mindset among employees. We support this with regular communication and feedback, and an internal network of safety champions. Our Corporate Quality, Health, Safety and Environment team tracks and provides workplace health and safety training certifications for all ALP and corporate business units.

b. Where formal joint management-worker health and safety committees exist, a description of their responsibilities, meeting frequency, decision-making authority, and whether and, if so, why any workers are not represented by these committees.

See 403-4 a.

1.4 The reporting organization should report whether and, if so, which occupational health and safety topics are covered in local or global formal agreements with trade unions.

See 403-4 a.

The reporting organization shall report the following information for employees and for workers who are not employees but whose work and/or workplace is controlled by the organization:

a. A description of any occupational health and safety training provided to workers, including generic training as well as training on specific work-related hazards, hazardous activities, or hazardous situations.

Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities.

In 2024, we developed our Safety Incident Process, an automated incident reporting system. The system alerts department leaders and health and safety professionals, recording the time, nature, and location of the incident and the remedial action taken.

For Agility Global corporate employees, all ALP locations, and Shipa employees, we introduced new customized training to reinforce a health and safety culture and mindset among employees. We support this with regular communication and feedback, and an internal network of safety champions. Our Corporate Quality, Health, Safety and Environment team tracks and provides workplace health and safety training certifications for all ALP and corporate business units.

The reporting organization shall report the following information for employees and for workers who are not employees but whose work and/or workplace is controlled by the organization:

a. An explanation of how the organization facilitates workers’ access to non-occupational medical and healthcare services, and the scope of access provided.

Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities.

Promotion of worker health related to non-occupational matters is locally managed, based on local regulations, needs and conditions.

In 2024, we developed our Safety Incident Process, an automated incident reporting system. The system alerts department leaders and health and safety professionals, recording the time, nature, and location of the incident and the remedial action taken.

For Agility Global corporate employees, all ALP locations, and Shipa employees, we introduced new customized training to reinforce a health and safety culture and mindset among employees. We support this with regular communication and feedback, and an internal network of safety champions. Our Corporate Quality, Health, Safety and Environment team tracks and provides workplace health and safety training certifications for all ALP and corporate business units.

b. A description of any voluntary health promotion services and programs offered to workers to address major non-work-related health risks, including the specific health risks addressed, and how the organization facilitates workers’ access to these services and programs.

See 403-6 a.

1.5.1 How the organization maintains the confidentiality of workers’ personal healthrelated information;

Agility Global’s data protection policies clarify that the collection and use of personal data is kept confidential, and must have a clear purpose associated with it. Systems that Agility Global uses to collect data have completed the required impact assessments to ensure all employee data is kept safe and secure. All data collection adheres to local regulations regarding data privacy.

1.5.2 How the organization ensures that workers’ personal health-related information and their participation in any services or programs is not used for any favorable or unfavorable treatment of workers.

Agility Global’s data protection policies clarify that the collection and use of personal data is kept confidential, and must have a clear purpose associated with it. Systems that Agility Global uses to collect data have completed the required impact assessments to ensure all employee data is kept safe and secure. All data collection adheres to local regulations regarding data privacy. Additionally, Agility Global has a strict anti-discrimination policy that prevents the company from discriminating against persons on the basis of health or related issues.

a. A description of the organization’s approach to preventing or mitigating significant negative occupational health and safety impacts that are directly linked to its operations, products, or services by its business relationships, and the related hazards and risks.

Agility Global companies independently manage supplier relationships. Health and safety is integrated into the Agility Global Corporate procurement process during requests for information, requests for proposals, award notifications, and contracts. The Corporate procurement team services Agility Corporate, ALP, Shipa companies, and others.

Any supplier awarded Agility Global’s Corporate’s business must abide by sustainability requirements in our supplier contracts, including minimum standards on health and safety. We require all potential and current suppliers to comply with the Agility Quality, Environment, Health, Safety & Security Policy throughout the tendering, award, and contracting phases.

100% of new supplier contracts include our sustainable procurement requirements — this includes all procurements for Agility Corporate, ALP, and the Shipa companies.

a. If the organization has implemented an occupational health and safety management system based on legal requirements and/or recognized standards/guidelines:

Agility Global companies’ health and safety systems have been implemented to respond to operational and legal requirements. The legal requirements for our operations vary widely depending on the geography of operations.

i. the number and percentage of all employees and workers who are not employees but whose work and/or workplace is controlled by the organization, who are covered by such a system;

90%+ of Menzies, Tristar, ALP and Alliad’s combined employee headcount is covered by ISO 14001 or an equivalent standard, and 90%+ is covered by ISO 45001 / 18001 or an equivalent standard.

ii. the number and percentage of all employees and workers who are not employees but whose work and/or workplace is controlled by the organization, who are covered by such a system that has been internally audited;

iii. the number and percentage of all employees and workers who are not employees but whose work and/or workplace is controlled by the organization, who are covered by such a system that has been audited or certified by an external party.

90%+ of Menzies, Tristar, ALP and Alliad’s operations by combined employee headcount.

b. Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded.

No workers have been excluded from this disclosure.

c. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used.

The figures are based on a sum of employee headcount working in OHSAS 18001 and/or ISO 45001 or equivalent certified sites / total employee headcount.

a. For all employees:

i. The number and rate of fatalities as a result of work-related injury;

Eight.

Two of our subsidiaries had tragic incidents this year in which employees lost their lives. In response to these incidents, we are taking a more proactive stance on health and safety. We conducted a health and safety gap analysis for the subsidiaries whose programs we directly support. We also developed our Safety Incident Process, an automated incident reporting system. The system alerts department leaders and health and safety professionals, recording the time, nature, and location of the incident and the remedial action taken. See sources.

ii. The number and rate of high-consequence work-related injuries (excluding fatalities);

Omitted: information unavailable/incomplete. Agility Global reports the rate of high-consequence work-related injuries per subsidiary. See sources.

iii. The number and rate of recordable work-related injuries;

iv. The main types of work-related injury;

Omitted: information unavailable/incomplete.

v. The number of hours worked.

Omitted: information unavailable/incomplete.

b. For all workers who are not employees but whose work and/or workplace is controlled by the organization:

Omitted: information unavailable/incomplete.

i. The number and rate of fatalities as a result of work-related injury;

Omitted: information unavailable/incomplete.

ii. The number and rate of high-consequence work-related injuries (excluding fatalities);

Omitted: information unavailable/incomplete.

iii. The number and rate of recordable work-related injuries;

Omitted: information unavailable/incomplete.

iv. The main types of work-related injury;

Omitted: information unavailable/incomplete.

v. The number of hours worked.

Omitted: information unavailable/incomplete.

c. The work-related hazards that pose a risk of high-consequence injury, including:

Omitted: information unavailable/incomplete.

i. how these hazards have been determined;

Omitted: information unavailable/incomplete.

ii. which of these hazards have caused or contributed to high-consequence injuries during the reporting period;

Omitted: information unavailable/incomplete.

iii. actions taken or underway to eliminate these hazards and minimize risks using the hierarchy of controls.

Omitted: information unavailable/incomplete.

d. Any actions taken or underway to eliminate other work-related hazards and minimize risks using the hierarchy of controls.

Omitted: information unavailable/incomplete.

e. Whether the rates have been calculated based on 200,000 or 1,000,000 hours worked.

Omitted: information unavailable/incomplete.

f. Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded.

No workers were excluded from our work-related fatality disclosures. Agility Global reports high-consequence work-related injuries and recordable work-related injuries for Menzies, Tristar, ALP, and Alliad. These companies are the most material to our sustainability performance — combined they account for 98.5% of our headcount and 94% of our revenue.

g. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used.

Two of our subsidiaries had tragic incidents this year in which employees lost their lives. In response to these incidents, we are taking a more proactive stance on health and safety. We conducted a health and safety gap analysis for the subsidiaries whose programs we directly support. We also developed our Safety Incident Process, an automated incident reporting system. The system alerts department leaders and health and safety professionals, recording the time, nature, and location of the incident and the remedial action taken.

a. For all employees:

i. The number of fatalities as a result of work-related ill health;

Zero.

ii. The number of cases of recordable work-related ill health;

Omitted: information unavailable / incomplete. Health and safety is a priority across our subsidiaries and each company uses its own reporting processes to track H&S performance and progress against established standards, goals, targets and KPIs.

iii. The main types of work-related ill health.

Omitted: information unavailable / incomplete. See above.

b. For all workers who are not employees but whose work and/or workplace is controlled by the organization:

i. The number of fatalities as a result of work-related ill health;

Omitted: information unavailable / incomplete. See above.

ii. The number of cases of recordable work-related ill health;

Omitted: information unavailable / incomplete. See above.

iii. The main types of work-related ill health.

Omitted: information unavailable / incomplete. See above.

c. The work-related hazards that pose a risk of ill health, including:

Omitted: information unavailable / incomplete. Each Agility Global business identifies work-related hazards that pose a risk of ill-health. However, Agility Global currently lacks capability to summarily report on the ill-health risks identified by its controlled businesses operating in many sectors. Health and safety is a priority across our subsidiaries and each company uses its own reporting processes to track H&S performance and progress against established standards, goals, targets and KPIs.

i. how these hazards have been determined;

Omitted: information unavailable / incomplete. See above.

ii. which of these hazards have caused or contributed to cases of ill health during the reporting period;

Omitted: information unavailable / incomplete. See above.

iii. actions taken or underway to eliminate these hazards and minimize risks using the hierarchy of controls.

Omitted: information unavailable / incomplete. See above.

d. Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded.

Omitted: information unavailable / incomplete. See above.

e. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used.

Omitted: information unavailable / incomplete. See above.

a. Average hours of training that the organization’s employees have undertaken during the reporting period, by:

Omitted: information unavailable / incomplete. In 2024, more than 51,000 employees completed over 6 million hours of training in total.

i. gender;

Omitted: information unavailable / incomplete. See above.

ii. employee category.

Omitted: information unavailable / incomplete. See above.

a. Type and scope of programs implemented and assistance provided to upgrade employee skills.

Many of our business units work in rapidly changing or challenging environments. Equipping our people with up-to-date skills and knowledge is essential to enabling them to do their jobs effectively. As appropriate, each company provides structured training via online or in-person training, or on-the-job training.

We have developed online on-demand Fair Labor training courses that are accessible to any Agility Global company and employee. We also provide online ethics training to a number of Agility Global companies besides Menzies and Tristar. Both of these companies manage their own training programs that include in-person, online and on-the-job training programs.

b. Transition assistance programs provided to facilitate continued employability and the management of career endings resulting from retirement or termination of employment.

Omitted: information unavailable / incomplete.

a. Percentage of total employees by gender and by employee category who received a regular performance and career development review during the reporting period.

Omitted: information unavailable / incomplete.

a. Percentage of individuals within the organization’s governance bodies in each of the following diversity categories:

i. Gender;

20% of the Board is female and 80% is male.

ii. Age group: under 30 years old, 30-50 years old, over 50 years old;

0% of the Board is <30 years of age, 20% is 30-50 years of age, and 80% is >50 years of age.

iii. Other indicators of diversity where relevant (such as minority or vulnerable groups).

Agility Global assesses diversity primarily on the basis of gender.

b. Percentage of employees per employee category in each of the following diversity categories:

i. Gender;

Total workforce: 27.5% female

Highest governance body (External Board of Directors): 20.0% female

Senior leadership (Vice President, Sr. Vice President & Executive Management Committee): 17.9% female

Middle management (Manager to Sr. Director): 19.6% female

Professional and support (below Manager-level): 27.6% female

New hires: 28.7% female

ii. Age group: under 30 years old, 30-50 years old, over 50 years old;

Under 30: 31.3%

30-39: 27.0%

40-49: 23.9%

50-59: 25.1%

60+: 23.4%

Undisclosed: 37.7%

iii. Other indicators of diversity where relevant (such as minority or vulnerable groups).

Agility Global assesses diversity primarily on the basis of gender.

a. Ratio of the basic salary and remuneration of women to men for each employee category, by significant locations of operation.

Omitted: information unavailable / incomplete.

b. The definition used for ‘significant locations of operation’.

Sites with >50 workers, including employees and contract or temporary workers.

a. Total number of incidents of discrimination during the reporting period.

Omitted: confidentiality constraints.

b. Status of the incidents and actions taken with reference to the following:

i. Incident reviewed by the organization;

All reported incidents are reviewed and investigated.

ii. Remediation plans being implemented;

Omitted: confidentiality constraints.

iii. Remediation plans that have been implemented, with results reviewed through routine internal management review processes;

Omitted: confidentiality constraints.

iv. Incident no longer subject to action.

Omitted: confidentiality constraints.

a. Operations and suppliers in which workers’ rights to exercise freedom of association or collective bargaining may be violated or at significant risk either in terms of:

i. type of operation (such as manufacturing plant) and supplier;

Omitted: information unavailable / incomplete. In some of Agility Global’s key markets, there are significant legal restrictions on collective bargaining.

ii. countries or geographic areas with operations and suppliers considered at risk.

Omitted: information unavailable / incomplete. In some of Agility Global’s key markets, there are significant legal restrictions on collective bargaining.

b. Measures taken by the organization in the reporting period intended to support rights to exercise freedom of association and collective bargaining.

As part of its fair labor approach and roll-out to subsidiaries in support of its 2025 Fair Labor Goals, Agility Global aims to encourage regular interaction and engagement between management and employees across all of its subsidiary businesses.

a. Operations and suppliers considered to have significant risk for incidents of:

i. child labor;

Agility Global has a zero tolerance policy for child labor. The company adheres to the minimum age provisions in applicable laws and regulations where it conducts business.

ii. young workers exposed to hazardous work.

Our policy is that young persons under the age of 18 should not be employed at night or in hazardous conditions.

b. Operations and suppliers considered to have significant risk for incidents of child labor either in terms of:

i. type of operation (such as manufacturing plant) and supplier;

Regular assessments indicate that child labor is not a significant risk in our operations.

ii. countries or geographic areas with operations and suppliers considered at risk.

Regular assessments indicate that child labor is not a significant risk in our operations.

c. Measures taken by the organization in the reporting period intended to contribute to the effective abolition of child labor.

Agility Global has a zero tolerance policy for child labor. The company adheres to the minimum age provisions in applicable laws and regulations where it conducts business; and the company also has a strong policy and program to safeguard against and prevent child labor.

a. Operations and suppliers considered to have significant risk for incidents of forced or compulsory labor either in terms of:

i. type of operation (such as manufacturing plant) and supplier;

All emerging and pioneer market operations are at higher risk.

ii. countries or geographic areas with operations and suppliers considered at risk.

All emerging and pioneer market operations are at higher risk.

b. Measures taken by the organization in the reporting period intended to contribute to the  elimination of all forms of forced or compulsory labor.

a. Percentage of security personnel who have received formal training in the organization’s human rights policies or specific procedures and their application to security.

Omitted: information unavailable / incomplete.

b. Whether training requirements also apply to third-party organizations providing security personnel.

Omitted: information unavailable / incomplete.

2.1.1 calculate the percentage using the total number of security personnel, whether they are employees of the organization or employees of third-party organizations;

Omitted: information unavailable / incomplete.

2.1.2 state whether employees of third-party organizations are also included in the calculation.

Omitted: information unavailable / incomplete.

a. Total number of identified incidents of violations involving the rights of indigenous peoples during the reporting period.

Omitted: not material.

b. Status of the incidents and actions taken with reference to the following:

Omitted: not material.

i. Incident reviewed by the organization;

Omitted: not material.

ii. Remediation plans being implemented;

Omitted: not material.

iii. Remediation plans that have been implemented, with results reviewed through routine internal management review processes;

Omitted: not material.

iv. Incident no longer subject to action.

Omitted: not material.

a. Percentage of operations with implemented local community engagement, impact assessments, and/or development programs, including the use of:

Agility Global works to create a positive difference across the communities in which we operate, through our program of partnership and investment. We prioritize projects that advance youth education, employment, entrepreneurship and technology, with a focus on supporting refugees and improving gender equality. We also continue to provide humanitarian partners with expertise and donated services during major natural disasters, and to support our employees to give their time and skills to causes close to their hearts.

In 2024, Agility Global’s community investment impacts reached more than 284,500 people across the world, of whom we estimate 51% are female. We are committed to supporting males and females equally through the initiatives we fund.

i. social impact assessments, including gender impact assessments, based on participatory processes;

Agility Global assesses local social and gender context as part of its community program and project approval process. The company engages with local stakeholders, including employees, NGOs and government organizations, in this process.

ii. environmental impact assessments and ongoing monitoring;

Agility Global companies operate in accordance with our global environment policy, which highlights compliance with local legislation, regulations and statutes.

iii. public disclosure of results of environmental and social impact assessments;

Agility Global annually and transparently reports about its social and environmental impact.

iv. local community development programs based on local communities’ needs;

Agility Global’s community program incorporates local stakeholder engagement to ensure any projects undertaken are based on local community needs.

v. stakeholder engagement plans based on stakeholder mapping;

Stakeholders are mapped prior and during community program initiation to ensure the correct stakeholders are providing input to solve community challenges.

vi. broad based local community consultation committees and processes that include vulnerable groups;

Based on community consultations, refugees and gender are two critically important issues addressed by the Agility Global community program. Both of these issues impact vulnerable groups, including women, girls and refugees. Agility Global is committed to supporting males and females equally through the initiatives we fund, including in the education and refugee partnerships supported.

vii. works councils, occupational health and safety committees and other worker representation bodies to deal with impacts;

Omitted: information unavailable / incomplete.

viii. formal local community grievance processes.

Any external stakeholder can contact Agility Global to raise concerns by using the online “contact us” feature on the Agility Global website. Reports are managed on a time-bound basis with strict requirements for responding to complainants.

a. Operations with significant actual and potential negative impacts on local communities, including:

Omitted: information unavailable / incomplete.

i. the location of the operations;

Omitted: information unavailable / incomplete.

ii. the significant actual and potential negative impacts of operations.

Omitted: information unavailable / incomplete.

a. Percentage of new suppliers that were screened using social criteria.

Across Menzies, Tristar, ALP, and Alliad, representing 98.5% of our total headcount, 100% of labor suppliers in geographies with heightened risk of forced labor and human trafficking have signed the Fair Labor & Ethics Codes of Conduct and 100% of their headcount in emerging and pioneer markets is covered by human rights risks self-assessments.

Sustainability is integrated into the Agility Global Corporate procurement process during requests for information, requests for proposals, award notifications, and contracts. The Corporate procurement team services Agility Global Corporate, ALP, Shipa companies, and others.

Sustainability requirements are embedded into supplier contracts managed by the Corporate procurement team. Any supplier awarded Agility Global Corporate’s business must abide by these requirements, including minimum standards on topics such as business ethics, human rights, working hours and wages, health and safety, and compliance with environmental regulations. We require all potential and current suppliers to comply with our Supplier Code of Conduct, Human Rights Policy, and Supplier Fair Labor Code of Conduct throughout the tendering, award, and contracting phases. 100% of new supplier contracts include our sustainable procurement requirements — this includes all procurements for Agility Corporate, ALP, and the Shipa companies, while Menzies, Tristar, Alliad and DGS manage their own procurement.

a. Total monetary value of financial and in-kind political contributions made directly and indirectly by the organization by country and recipient/beneficiary.

Agility Global has made no political contributions during the reporting period.

b. If applicable, how the monetary value of in-kind contributions was estimated.

Agility Global has made no political contributions during the reporting period.

a. Percentage of significant product and service categories for which health and safety impacts are assessed for improvement.

Omitted: information unavailable / incomplete.

a. Total number of incidents of non-compliance with regulations and/or voluntary codes concerning the health and safety impacts of products and services within the  reporting period, by:

No reported incidents.

i. incidents of non-compliance with regulations resulting in a fine or penalty;

No reported incidents.

ii. incidents of non-compliance with regulations resulting in a warning;

No reported incidents.

iii. incidents of non-compliance with voluntary codes.

No reported incidents.

b. If the organization has not identified any non-compliance with regulations and/or voluntary codes, a brief statement of this fact is sufficient.

Agility Global has not identified any non-compliance with regulations and/or voluntary codes.

a. Whether each of the following types of information is required by the organization’s procedures for product and service information and labeling:

Omitted: not material.

i. The sourcing of components of the product or service;

Omitted: not material.

ii. Content, particularly with regard to substances that might produce an environmental or social impact;

Omitted: not material.

iii. Safe use of the product or service;

Omitted: not material.

iv. Disposal of the product and environmental or social impacts;

Omitted: not material.

v. Other (explain).

Omitted: not material.

b. Percentage of significant product or service categories covered by and assessed for compliance with such procedures.

Omitted: not material.

a. Total number of incidents of non-compliance with regulations and/or voluntary codes concerning product and service information and labeling, by:

Omitted: not material.

i. incidents of non-compliance with regulations resulting in a fine or penalty;

Omitted: not material.

ii. incidents of non-compliance with regulations resulting in a warning;

Omitted: not material.

iii. incidents of non-compliance with voluntary codes.

Omitted: not material.

b. If the organization has not identified any non-compliance with regulations and/or voluntary codes, a brief statement of this fact is sufficient.

Agility Global has not identified any non-compliance with regulations and/or voluntary codes.

a. Total number of incidents of non-compliance with regulations and/or voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship, by:

Omitted: not material.

i. incidents of non-compliance with regulations resulting in a fine or penalty;

Omitted: not material.

ii. incidents of non-compliance with regulations resulting in a warning;

Omitted: not material.

iii. incidents of non-compliance with voluntary codes.

Omitted: not material.

b. If the organization has not identified any non-compliance with regulations and/or voluntary codes, a brief statement of this fact is sufficient.

Agility Global has not identified any non-compliance with regulations and/or voluntary codes.

a. Total number of substantiated complaints received concerning breaches of customer privacy, categorized by:

Agility Global does not publicly disclose this information. Our information security program aligns with industry standard frameworks and regular risk assessments are conducted leveraging such standards. Agility Global continuously assesses the threat landscape using various publicly available information and tools and manages such evolving risks through ongoing investments in our security program. Our risk assessment results are also used to drive continuous improvement in our cybersecurity posture.

i. complaints received from outside parties and substantiated by the organization;

See above.

ii. complaints from regulatory bodies.

See above.

b. Total number of identified leaks, thefts, or losses of customer data.

Omitted: confidentiality restraints.

c. If the organization has not identified any substantiated complaints, a brief statement of this fact is sufficient.

Omitted: confidentiality restraints.