Responsibility Report 2024

2 5 6 8 14 Letter from the CEO General disclosures About this report Sustainability organisation Sustainability strategy 49 Social 50 76 Own workforce Patient 101 Governance 102 Business conduct 115 ESRS Index 27 Environment 28 42 Climate change Environmental pollution including the supply chain These colours are used as a content index for better orientation within the report: General disclosures Environment Social Governance ESRS Index

Recognised ESG industry leader Our efforts have not gone unnoticed. Leading independent ESG rating agencies consistently position Grünenthal as an industry leader in managing ESG risks and opportunities. We have received a (p) AA rating from MSCI, placing us among the leaders in our industry, a low ESG risk status from Sustainalytics, recognising our strong risk management and a gold medal status from EcoVadis, reflecting our high per- formance in environmental, social, ethics, and procurement criteria. These acknowledgements reaffirm that respon­ sibility and performance can – and must – go hand in hand. Thank you for joining us on this journey On behalf of the Executive Board Team, I extend heartfelt thanks to everyone who contributes to this journey – especially our employees and partners, whose commitment and ideas fuel our progress. Together, we are not just building a more sustainable Grünenthal but striving for a healthier world. We look forward to what we can achieve together in the years ahead. Warm regards, Gabriel Baertschi Chief Executive Officer May 2025 Letter from the CEO Letter from the CEO As one of the world’s leading specialists in the therapeutic area of pain, we continue pushing boundaries to make a positive impact – with and beyond our core business. Gabriel Baertschi Chief Executive Officer 3

GENERAL DISCLOSURES About this report • • Sustainability organisation • Sustainability strategy 5

About this report BP-1 General basis for preparation of sustainability statements Emissions from upstream transportation and distribution were calculated using a hybrid methodology combining supplier-provided GHG figures and modelled emissions using tonne.km-based UK.gov emission factors. The 2024 Scope 3 greenhouse gas (GHG) emis- sions have been estimated using a spend-based scaling method. In 2023, the following three categories 3.1 (Purchased Goods and Services), 3.4 (Upstream Transportation and Distribution), and 3.6 (Business Travel) have contributed more than 94% of the total Scope 3 GHG emissions. The total Scope 3 emissions for 2024 have been estimated by applying a combined scaling factor based on aggregate spend across these three categories. The underlying assumption is that these three categories drive the majority of Scope 3 emissions also in 2024 and that overall emissions can be reasonably approximated by tracking changes in total spend across them. This methodology assumes a proportional relationship between financial spend and GHG emissions and provides a simplified, consolidated estimate to reflect directional change in total emissions where a full category-level update is not yet feasible. While this is not the preferred method, the GHG Protocol endorses spend- based estimation for Scope 3 categories where direct emissions data is not available. Changes in the preparation and ­presentation of­sustainability­information In the current reporting period, we have revised the preparation and presentation of sustainability information to align with the CSRD and the ESRS. This transition from the Global Reporting Initiative (GRI) standards to ESRS involves updates in terminology, methodology, and reporting struc- tures, ensuring compliance with the latest regu- latory frameworks. Due to the transition from the GRI standards to ESRS, certain methodological differences may result in variances in reported figures. Consequently, adjustments to compar- ative information for previous periods may be impracticable. Where relevant, we have provided explanations for significant deviations to maintain clarity and enable stakeholders to follow changes in our sustainability performance metrics. Sustainability standards and reporting frameworks Grünenthal does not disclose data points that result from other EU legislation listed under ESRS2 Annex B. We do though take generally accepted sustainability standards and frame- works into account: As a United Nations Global Compact (UNGC) participant, Grünenthal is committed to the ten universal principles of the UNGC on human rights, labour standards, environmental and climate, and corruption pre- ‘United Nations Global vention (see section Compact’). Our Statement of Compliance with Human Rights and Environmental Standards reflects this formal commitment. In addition, we support the achievement of the United Nations Sustain able Development Goals (SDGs) in line with our business strategy. We particularly con- tribute to SDG 3, which aims at ensuring healthy lives and promoting well being for all, see section ‘Grünenthal’s contribution to the SDGs’. We are committed to the Science Based Targets initiative (SBTi), guiding our decarbonisation and emissions reduction efforts. We report according to the Global Logistics Emissions Council (GLEC) Framework, which enables both distance-based and fuel-based GHG emissions calculations. For specific data points, we reference interna- tionally recognised standards, including: • ISO 14001 – Environmental Management Systems (Environment, Health & Safety). • ISO 45001 – Occupational Health & Safety Management Systems. We continue to implement a comprehen- sive environmental management system based on ISO 14001:2015, aligned with regulatory requirements, corpo- rate sustainability standards, and the Greenhouse Gas Protocol. Our approach integrates best practices from across industries and geogra- phies to optimise efficiency, reduce emissions, and minimise environmental impact. To uphold occupational health and safety and achieve our VISION ZERO (zero accidents and zero lost working days to accidents) commitment, all manufacturing sites maintain ISO 45001­ certified safety management systems. External­assurance­and­verification To ensure the accuracy and reliability of our sus- tainability disclosures, our data and processes undergo external verification, including: • SWOT (Strengths – Weaknesses – Oppor- tunities – Threats) analyses conducted in compliance with ISO 45001 and ISO 14001. • Third-party ISO audits to validate conform- ance to industry-leading standards. • Certification processes aligned with ISO 45001 and ISO 14001 to uphold global best practices in health, safety, and sustain- ability for manufacturing sites. The individual performance metrics disclosed in this report are not subject to external validation. Corporate Hub Lisbon 7

Sustainability organisation GOV-1 The role of the administrative, management and supervisory bodies • Gabriel Baertschi, Chairman and CEO, with over 20 years of pharmaceutical experience and expertise in transformation leadership. • Jan Adams, M.D., CCO and former CSO (until September 2024), with extensive experience in R&D and corporate strategy. For the period up to September 2024, the CCO was Janneke van der Kamp, a pharma- ceutical industry commercial specialist. • Prof. Dr. med. Uli Brödl, CSO (as of February 2025), with more than 15 years of industry experience. • Fabian Raschke, CFO, with a strong back- ground in corporate controlling and financial leadership. Corporate Executive Board members receive comprehensive training, for example on anti- corruption, corporate responsibility, and ethical conduct, ensuring informed decision-making at the highest level. The Executive Board Team (EBT) comprises the CEB members plus Victor Barbosa, Head Global Operations, Leen Hofkens, Head Global Human Resources, Sebastian Köhler, General Counsel, and Quentin Le Masne de Chermont, Head Corporate Strategy and Portfolio Manage- ment. This team defines the mid­term and long­ term corporate strategy to make Grünenthal’s vision of a World Free of Pain a reality. While the CEB members are all male, one of the EBT members is female. Supervisory Board (Aufsichtsrat) Grünenthal GmbH has an additional third co- determined supervisory board (Aufsichts- rat), with powers limited to the extent as legally permitted. This board supports the governance structure by providing additional oversight and approving actions of the CEB in case these are subject to approval by corporate bylaws. The three members of the Supervisory Board are Dr. Pär Johansson (chairman), Christina Plath and Sabine Hees (employee representative). Two of the three Supervisory Board members are female. From left to right, top to bottom: Gabriel Baertschi, CEO; Jan Adams, MD, CCO; Uli Brödl, MD, CSO; Fabian Raschke, CFO Embedding sustainability into governance Grünenthal’s Corporate Responsibility Board serves as the central body for sustainability governance. In the reporting period, it was chaired by the Compliance & Responsibility Officer Headquarters (from 2025, the position holder’s title changed to Head of Responsibility) and comprises leaders responsible for material topics and selected strategic business functions. The Board serves as a decision-making body and sounding board for all Corporate Responsibility matters. Its key duty is to implement, continu- ously develop and drive Grünenthal’s Corporate Responsibility Programme. The Programme aims to create a net-positive impact for society in our focus areas of Patient, People and Planet. It sets ambitious sustainability targets for our material topics and contributes to transparent reporting. Progress is monitored via metrics that are tracked continuously as part of the Group Scorecard. The Board works towards a company-wide, consistent and yet localised implementation of the Programme and gives guidance to employees working on it. Apart from internal stakeholders, the Corporate Responsibility Board engages in a continuous dialogue with external interest groups. The Corporate Responsibility Board meets quarterly to review sustainability performance. It reports regularly to the Corporate Executive Board and the Advisory Board (Beirat) via the Global Compliance & Responsibility Officer. 9

Sustainability organisation GOV-1 The role of the administrative, management and supervisory bodies Integration of GOV-3 sustainability-related perfor- mance in incentive schemes Characteristics of Grünenthal’s incentive schemes Grünenthal has implemented remuneration policies and incentive schemes designed to align individual performance with the company’s strategic goals, including sustainability objec- tives. The remuneration principles, implemented into our remuneration policy, aim to attract and retain top talent by offering competitive, market-aligned compensation. A key component of Grünenthal’s incentive schemes is the Short-Term Incentive (STI) pro- gramme, which provides a variable compen- sation component and rewards employees for achieving agreed­upon priorities within a finan- cial year. These priorities are defined through a global, uniform target-setting process, ensuring that corporate goals are cascaded down to the individual level. The STI programme applies to most employees, including members of the administrative and management bodies, starting with the Corporate Executive Board. Supervisory Board members are excluded from the STI programme. Sales employees and certain tariff employees, who operate under separate incentive programmes, are excluded from the global STI programme. The STI bonus payout is determined by two factors: 1. 2. Employee performance: Assessed through an annual performance rating. Corporate performance: Measured via the Corporate Factor, which is derived from the Group Scorecard. This scorecard assesses the company’s performance across key priorities, including financial results, innovation, growth, cultural trans- formation, and sustainability advancements. The evaluation of these priorities, including sustainability- related metrics which account for 5% of the Corporate Factor calculation, takes place annually and directly influences the Corporate Factor, thereby impacting STI payouts for employees, including senior executives. By linking personal contributions to overall business goals, the STI programme promotes transparency and employee involvement. It encourages exceptional performance by offering financial rewards tied to both personal achieve- ments and the company’s success. Sustainability is explicitly integrated into Grünenthal’s Short-Term Incentive programme. In the Culture area of the Group Scorecard, a key priority is the progress made in implementing the company’s responsibility programme, which is shaped by our material topics. We have defined annual operational targets for each of our material topics to reach our mid- and long-term ambitions. Target achievement is transparently measured. For example, for the topic of Patient Safety, we regularly track the target to achieve 97% ‘on­time’ submissions to authorities for Individual Case Safety Reports. Climate-related performance is included through annual opera- tional targets that contribute to our near-term objectives published under ESRS E1 – Climate Change. These targets are part of the Group Scorecard and influence the Corporate Factor. Climate goals are not reflected in any other remuneration components than the STI. The achievement level for all targets defines target achievement for the overall sustainability priority and thus influences the Corporate Factor by a defined percentage. By linking the Corporate Factor directly to sustainability targets feed- ing into the Group Scorecard, both individual contribution and corporate achievements for sustainability are being incentivised. impacts associated with the respective trans- action. Amongst others, Grünenthal verifies that all patient-related safety measures and processes meet company standards, examines sustainability and efficiency of the entire pro- duction and supply chain, and ensures that the acquisition target has been carefully reviewed in relation to all business relationships with third parties. The company ensures that legal, ethical and sustainable considerations are thoroughly evaluated and prioritised alongside commercial benefits. Upon approval of the CEB, the final decision is taken by the Super visory Board. Material impacts, risks, and opportunities While Grünenthal has identified a range of material ESG impacts across its operations, it has not identified any material ESG­related risks or opportunities. The material impacts, that can be mapped to Grünenthal’s material topics, are the result of multiple workshops by the Corporate Responsibility Board and CEB as part of the double materiality analysis process (details in ‘IRO-1 Description of the processes section to identify and assess material impacts, risks and opportunities’). All IROs were integrated into the corporate strategy. Monitoring and performance mechanisms Grünenthal ensures the continuous monitoring of its sustainability performance through key governance mechanisms. Targets for material topics are reviewed and approved annually by the Executive Board Team and formulated in a Group Scorecard. Progress is tracked through- out the year using metrics embedded in the internal Group Scorecard. This tracking pro- vides transparent and actionable insights to the Executive Board Team, reinforcing Grünenthal’s commitment to continuous improvement in sustainability practices. This comprehensive approach ensures that Grünenthal’s administrative, management, and supervisory bodies are not only well-informed but also actively engaged in driving sustainability performance across the organisation. 11

Findings of our annual analysis are shared with the Corporate Responsibility Board and may lead to strategic and/or operational adaptions. An example of such an operational adaption might be the installation of additional meters to measure consumption of energy, water etc. Master data document as a single source of truth We maintain a centrally governed master data document, which serves as the definitive source for all sustainability-related data and disclosures. This document is updated regularly to incorpo- rate the latest metrics, performance indicators, and disclosures, ensuring consistency and accuracy across our reporting. Internal approval steps Our internal control system includes a multi-tier review process to validate the accuracy and completeness of sustainability data. Depart- ment heads and senior management actively participate in the review and approval stages prior to finalisation. External­verification­with­ specialised consultants To ensure alignment with applicable sustainability reporting standards and continuous improve- ment, we engage independent sustainability consultants. These experts conduct external checks, providing an additional layer of assur- ance and offering recommendations to enhance the quality and reliability of our disclosures. Pre-audits and implementation of recommendations As part of our commitment to transparency, pre-audit assessments are performed to iden- tify any gaps or areas requiring improvement. Recommendations from these assessments are systematically reviewed and implemented, strengthening our data quality and reporting processes ahead of final audits. Sustainability organisation Integration of sustainability-related performance in incentive schemes GOV-3 German Sales Division 13

Aachen, DE Production, Headquarters and R&D Unit Mitlödi, CH Production Origgio, IT Production Sustainability strategy SBM-1 Strategy, business model and value chain Grünenthal countries Contract Manufacturing and Partner Business 15

therapeutic areas globally. Demand for innova- tive and effective therapies continues to drive growth in the global chronic pain therapy market and the broader pharmaceutical and prescription drug markets. Grünenthal has a strong presence in Europe, the United States, and Latin America. Customers include healthcare organisations, such as hospitals, pharmacies and pharma wholesalers as well as healthcare professionals, who in turn can provide patients in need with our products. Grünenthal has no products and services that are banned in certain markets. Sustainability-related goals Given the prevalence and debilitating effects of pain, Grünenthal is committed to transforming the future of pain management. We believe that the often chronic nature of pain makes patient education and adherence to the highest ethical standards imperative and that our clear commitment in this area sets us apart from other competitors. This is supported by our ‘ESG rating results’. Grünenthal integrates sustainability into its core strategy, with patient safety and product quality forming the foundation of its approach. As a global leader in pain management, Grünenthal is committed to addressing unmet medical needs by developing innovative treatments that improve patient outcomes and quality of life. Beyond patient wellbeing, Grünenthal’s sustainability goals focus on workforce devel- opment, environmental responsibility, and ethical business conduct. 1. Workforce development: Grünenthal prioritises safety, fair working conditions, and an inclusive work environment, fostering a culture of equity, belonging, and professional growth among employees. 2. Environmental responsibility: Efforts are concentrated on reducing environmental impact, implementing innovative solutions for sustainability in operations, and embrac- ing environmentally friendly practices in packaging and production. 3. Ethical business conduct: Acting with integrity and adhering to high ethical stand- ards form the foundation of Grünenthal’s corporate responsibility. Grünenthal actively collaborates with stake- holders, ensuring that sustainability strategies reflect the needs and expectations of diverse groups. This engagement fosters long-term, sustainable relationships, which are further ‘SBM-2 Interests and views detailed in the of stakeholders’ section. Grünenthal’s strategic alignment with ­material­sustainability­matters At Grünenthal, our vision of a World Free of Pain aligns seamlessly with our commitment to sustainability, especially the social aspect. We regularly evaluate our products, services, and markets to ensure alignment with our sustain- ability objectives: • Patient-centric approach: Grünenthal’s quality management and pharmacovigilance systems are designed to ensure the highest levels of product safety throughout man- ufacturing processes and improve health outcomes for patients worldwide. • People-focused initiatives: Grünenthal is proactive in fostering an inclusive and supportive work environment for all employees. This entails robust governance structures including a dedicated Diversity & Engagement Council, assessing working conditions and gathering feedback through initiatives like Great Place to Work® surveys to track progress against strategic objec- tives. We empower passionate employees who act as ambassadors and allies, to drive diversity awareness activities which further strengthen our inclusive culture. Sustainability strategy SBM-1 Strategy, business model and value chain • Planet-focused efforts: Grünenthal’s Planet­focused efforts encompass climate action as well as pollution prevention and control programmes within the company’s own operations and its supply chain. Grünenthal’s sustainable packaging strategy for example has made significant strides toward reducing environmental impact, with tangible successes like the integration of recycled materials at its Aachen site. The company continues to innovate by exploring global opportunities for scaling recyclable packaging systems. Grünenthal’s supplier engagement processes prioritise collabora- tion with partners who share its commitment to environmental stewardship. The wellbeing of consumers and end-users serves as the foundation for our operations and innova- tions. This patient-centric approach inherently intersects with key sustainability matters, as it pri- oritises access to effective treatments, promotes ethical practices in patient care, and underscores the importance of long-term societal health. Our strategy also embraces sustainable devel- opment. It does so by integrating environmental, social, and governance (ESG) considerations into decision- making processes which ensures that the advancement of pain management is achieved responsibly and inclusively. This align- ment shows that Grünenthal’s strategic priori- ties are also supportive of global sustainability goals – e.g., SDG 3: Good health and wellbeing, ‘Grünenthal‘s contribution to see section the SDGs’. Grünenthal manufactures and commercialises pharmaceuticals and is active on the global healthcare market. Based on our product port- folio, we continue to be primarily active in the pain and analgesics market, one of the largest therapeutic areas globally. Business model, value chain and sourcing of inputs Grünenthal’s business model integrates patient-centric research, manufacturing, and distribution to deliver high-quality treat- ments addressing unmet medical needs. We cover increasing areas of pain research and 17

pharmaceutical products through organic growth and our own R&D as well as strategic acquisitions. Grünenthal also places particular importance on the engagement with patients, patient- representation groups and healthcare professionals. Our value chain begins with research and devel- opment, where we collaborate with academic institutions and healthcare experts to design innovative pain therapies. Raw materials such as APIs (Active Pharmaceutical Ingredients), chem- icals and finished or semi­finished goods are sourced from verified suppliers, prioritising quality and ethical practices to ensure safe, efficient and reliable product supply to patients. Manufacturing takes place in our advanced facilities, ensuring compliance with rigorous quality, safety, and environmental standards. Finished products are distributed through a global network, supported by logistics partners to ensure timely and equita- ble access for patients. The company has a strong focus to ensure safe, efficient and reliable product supply to patients. Grünenthal also works closely with healthcare professionals to enhance the safe and effective use of our therapies, integrating stakeholder feedback to continuously improve outcomes across the value chain. Grünenthal’s upstream value chain involves approximately 7,000 global suppliers. Grünenthal’s largest categories of procurement include semi­ and finished goods coming from external suppliers accountable for ca. 36% of spend in 2024. Suppliers are concentrated in Europe and North America with approximately 68% of suppliers accounting for ca. 88% of spend generated in 2024. Approximately 6% of Grünenthal suppliers are defined as ESG sensitive due to the risk attached to the supplier location and the industry type (e.g., country regulations around working conditions, pollution, etc.). For ‘G1.MDR-A more information see section Ethical business culture actions’. Regular risk assessments and dialogue activities focus on upholding high standards for ethics, environ- mental management, and social impact. The downstream value chain encompasses distribu- tors and customers, ensuring the uninterrupted delivery of high-quality treatments. Outputs and outcomes for stakeholders Grünenthal measures its impact across a spec- trum of stakeholder groups, ensuring that its operations deliver tangible benefits for cus- tomers, investors, R&D and industry business partners, employees, healthcare professionals and organisations, as well as communities, which ‘SBM-2 Interests are further detailed in the and views of stakeholders’ section. SBM-2 of stakeholders Interests and views Grünenthal operates in a dynamic environ- ment characterised by diverse stakeholder groups with varying demands and expectations. Acting as a reliable and trustworthy partner supports Grünenthal’s ability to attract talented employees, fulfil the expectations of investors and shareholders, and overall maintain strong relation ships with all key stakeholders. Overview­of­key­stakeholder­groups Grünenthal has identified the following key stakeholder groups, that either have a strong influence on the company or are significantly impacted by its operations: Patients, patient experts, care givers, and patient organisations; employees; healthcare professionals and healthcare organisations; payers and budget holders; governments, policymakers, and regu- lators; investors; R&D partners; industry business partners; suppliers and communities. The stake- holder groups are annually validated and refined as necessary. Engagement­with­key­stakeholder­groups Grünenthal actively engages with its stake- holders through open dialogue and conducts an analysis of the information gathered from Grünenthal counterparts and main contact part- ners for each stakeholder group. Engagement activities include feedback platforms, regular meetings, conferences, and formal consultations to understand the specific needs and expec- tations of each group. Two groups of affected stakeholders are especially to be highlighted as crucial for Grünenthal and under SBM-2: The company’s own workforce (S1.SBM-2) as well as Sustainability strategy SMB-1 Strategy, business model and value chain Consumers and/or end-users (S4.SBM-2), which for Grünenthal are patients, patient experts, care givers, and patient organisations: 1. Employees (S1.SBM-2): We want all employees to feel valued, respected, included and empowered to do their best, bring great ideas to the table and develop their full potential. Our Values & Behaviours are the foundation of our culture. They guide our decision-making and provide clarity to our teams around the world about how we want to work together to achieve successful outcomes for our company and our patients. Grünenthal cultivates an inclusive and performance-driven culture by actively engaging with its workforce and seeking feedback through for example employee feedback platforms, regular Town Hall meet- ings, biennial Great Place to Work® surveys and internal 360-degree leadership feed- back. The latter provides targeted leadership feedback for line and project managers on how they drive team performance and development and bring the company’s Values & Behaviours to life. Employees are encouraged to regularly discuss their development goals with their people manager to create Personal Development Plans that drive growth in current roles and future opportunities. These efforts ensure employees are informed, aligning them with the company’s mission and priorities, and create a work environment where they feel valued and motivated to contribute to Grünenthal’s success. Grünenthal has established works councils in Chile, France, Germany, Italy and Spain, complying with local legislation to ensure employee representation. The company ensures representation for employees across Europe through its European Works Council (EWC). For more information, see the section ‘S1-2 Processes for engaging with own workforce and workers’ representatives about impacts’. 19

Sustainability strategy Interests and views of stakeholders SBM-2 Incorporating stakeholder views along our entire value chain Grünenthal’s core business activities Input services & products Sourcing Research & development Manu- facturing Market access & product governance Commer- cialisation Product distribution Patient Hannah Engels, Global Compliance & Responsibility Officer, with Tobias Schäfers, Head of Responsibility 21

SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model Sustainability strategy Interests and views of stakeholders SBM-2 Material topic Type of impact Impact Value chain Affected stakeholders Actual negative impact Emissions from production- related processes Potentially negative impact Environmental pollution (land, air, water) including the supply chain Actual positive impact Workplace safety and health protection Actual positive impact Fair working conditions and remuneration (own workforce) Actual positive impact Diversity, inclusion and equal opportunities Environment Local communities Employees, on-site contractors Employees, potential employees, suppliers Employees, potential employees Actual positive impact Potentially negative impact Training and development (HR) Employees, potential employees Patient safety Patients Potentially negative impact Safe pain management through responsible use of opioids Potentially negative impact Product quality Employees, healthcare professionals, patients. Partner companies and their employees Patients, healthcare professionals, regulators, employees, suppliers, distributors # 1 2 ESG category Environ- mental Environ- mental Climate change Pollution 3 Social Own workforce 4 Social Own workforce 5 Social Own workforce 6 Social Own workforce 7 Social 8 Social 9 Social Personal safety of consumers and/or end-users Personal safety of consumers and/or end-users Personal safety of consumers and/or end-users 10 Social Access to healthcare Actual positive impact Access to healthcare Patients, society 11 Social Research and development Actual positive impact Improving patients’ quality of life through innovative medicines Patients 12 Governance Business conduct 13 Governance Business conduct 14 Governance Business conduct Actual positive impact Potentially positive impact Potentially negative impact Ethical business culture Investors, suppliers, authorities Responsible use of AI Patients, society Corruption/bribery Investors, employees, patients, regulatory bodies Upstream Own operations Downstream Entire value chain 23

Sustainability strategy SMB-3 Material impacts, risks and opportunities and their interaction with strategy and business model While short­, medium­, and long­term horizons were all taken into account – defined in accord- ance with ESRS as up to one year, one to five years, and more than five years, respectively – the evaluation was conducted on a consolidated basis. This dynamic approach considered both current and potential future effects, ensuring a comprehensive evaluation. The resulting score was compared against a materiality threshold, which was set at ‘three’. During the financial assessment, Grünenthal’s regular risk management served as foundation as topic experts first rated known sustainability­ related risks and opportunities, later on also those related to identified impacts. This was done based on the risks’ and opportunities’ maximum expected gross magnitude based on pre­defined internal financial thresholds used in Grünenthal’s risk management across short-, medium-, and long­term time horizons as well as regarding their probability of occurrence. A consistent ten-point scale guided these assessments. The scores for magnitude and probability of occurrence were multiplied and the materiality threshold set at a score of 50/100. While in Grünenthal’s regular risk management sustainability risks are not pri- oritised over non-sustainability risks, only those related to sustainability were considered in the double materiality analysis. No sustainability- related risks or opportunities were identified as material in this process. Grünenthal’s risk management process and the IRO assessment process in the context of the double materiality analysis are not yet for- mally integrated, but they are aligned in content and ratings. For the IROs initially rated as material, as well as those assessed with a medium outcome (i.e., impacts with a score of 2 – 2.99; risks and opportunities with a score between 20 and 49), the ESRS topic list was used to determine which topics and sub-topics were likely or less likely to be material. This informed the ensuing step, the workshops described in the next section. Finalisation and validation of material topics In the final process steps, Grünenthal conducted workshops at multiple organisational levels including the Corporate Responsibility Board level to determine the final list of material topics. These workshops were all based on the results of the IRO assessment and included reviewing the status quo of pre­defined ESRS (sub­)topics as well as company­specific topics, connected IROs and their materiality, performing case-by- case evaluations of topics assessed just below the materiality threshold, and reassessing excluded topics to verify accuracy and identify potential gaps. This iterative multi-step approach was imple- mented by design to ensure consideration from all relevant perspectives and serve as an internal control system. The final validation of the results occurred through the Corporate Responsibility Board. E1.IRO-1 Description of the processes to identify and assess material climate- related impacts, risks and opportunities Climate-related impacts were already being tracked and reported in the form of GHG emissions in the past. The IROs’ assessment by Grünenthal topic experts and discussion of IROs on manage- ment level mirrors the process described above ‘IRO-1 Description of the pro- (see section cesses to identify and assess material impacts, risks and opportunities’). As a result, emissions from production- related processes were identi- fied as actual negative material impact. Regarding climate-related risks and opportu- nities in particular, Grünenthal is preparing a comprehensive evaluation across its operations and value chain, scheduled for completion at each site during 2025. This process will address physical and transition risks over short-, medium-, and long­term horizons. It includes screening assets and activities for exposure and sensitivity to risks, applying climate scenarios, and using scenario analysis to ensure alignment with financial assumptions. E2.IRO-1 Description of the processes to identify and assess material pollution- related impacts, risks and opportunities Grünenthal has not yet screened for pollution- related impacts, risks and opportunities at local site­level or consulted possibly affected communities. However, during the double mate- riality analysis, pollution of water, air, and land, including the supply chain was assessed as a material negative impact of Grünenthal’s busi- ness activities. The assessment incorporated input from topic experts at the Group level and management-level workshops with participation from various stakeholders or their proxies. G1.IRO-1 Description of the processes to identify and assess material business- conduct-related impacts, risks and opportunities The process for identifying and assessing mate- rial business-conduct-related impacts, risks and opportunities mirrors the description in section ‘IRO-1 Description of the processes to identify and assess material impacts, risks and opportunities’. IRO-2 Disclosure requirements in ESRS covered by the under- taking’s sustainability statement An overview of the ESRS disclosure require- ments addressed in this report is provided in the ‘ESRS Index’. Information is chapter titled classified as material or non­material based on our double materiality assessment (see section ‘IRO-1 Description of the processes to identify and assess material impacts, risks and opportunities’), conducted in accordance with the criteria outlined in ESRS 1, section 3.2. Data points are deemed material if they relate to our identified material impacts and provide relevant insights to support users of this report. 25

ENVIRONMENT • Climate change (ESRS E1) – Managing climate change – Relevant topic clusters • Environmental pollution (land, air, water) including the supply chain (ESRS E2) – Managing pollution at Grünenthal and in the supply chain – Relevant topic clusters 27

The transition plan and related activities are integrated into Grünenthal’s broader business strategy and financial planning, ensuring they support the company’s ambitions and commit- ments. The Global Operations Board (GOB) and the CEO have approved the transition plan, underscoring its strategic importance. Progress is monitored and reviewed biannually, with updates provided to the GOB as part of the company’s Planet Roadmap. Grünenthal is not excluded from the EU Paris- aligned benchmarks aimed at limiting global warming to 1.5 degrees Celsius. Although the company's transition plan for climate change mitigation follows these benchmarks, Grünenthal intends to define further measures to ensure the specific actions are fully compatible. Grünenthal remains committed to adapt its climate change mitigation plan to the benchmarks and opera- tionalise it to drive progress in tackling climate change. Details on already implemented actions ‘E1.MDR-A Climate can be found in section change actions’. E1 – Climate change Managing climate change E1.MDR-P/E1-2 Climate change policies At Grünenthal, the Policy on Occupational Safety, Health and Environmental Protec- tion, and Energy, or for short the Environment, Health and Safety (EHS) Policy, is a fundamental component of our commitment to sustaina- bility and regulatory compliance which offers orientation for all actions with possible impacts related to the environment, health and safety. It describes Grünenthal’s commitment to actively address climate change and reduce greenhouse gas emissions within its operations and value chain, treating these efforts – alongside occu- pational safety, environmental protection, and energy efficiency – with the same responsibility and systematic approach as applied to quality, productivity, and effectiveness. The EHS policy further underlines the commit- ment to comply with all relevant laws, regulations and other requirements related to occupational safety, and health and environmental protection and report on environmental issues. Grünenthal is committed to protecting the envi- ronment by reducing its negative impact on air, water, and soil pollution. The organisation invests in safe, energy­efficient, and sustainable tech- nologies, minimises waste, especially hazardous waste, and prioritises sustainability in resource use and procurement. The policy does not, however, provide concrete operational guidance. Operationalisation of the policy is handled at each location as well as at Grünenthal’s headquarters for larger initiatives. Besides the EHS policy, Grünenthal uses its leverage and relationships with suppliers to communicate expectations related to its suppliers’ environmental management. The company’s Responsible Sourcing Standards for Business Partners, the Procurement Policy and the related Responsible Sourcing practices, as well as the Statement on Human Rights and Environmental Standards, cover among other aspects, environ mental management in the supply chain and foster a collaborative approach to addressing climate change. The policies each cover a number of aspects and are described in more detail in the respective chapters (see ‘S1’ and ‘E2’, ‘G1’). Yuliia Lohvynenko, Global Sustainability Manager, Inga Kaiser, Digital Procurement Transformation Manager, Priyatham Salimadugu, Sourcing Manager 29

However, reducing GHG emissions across Grünenthal’s value chain requires the partici- pation of all involved organisations. Grünenthal is currently preparing the launch of the supplier engagement programme and aims to use this as leverage to lower emissions throughout its operations. The annual update of the GHG inventory at our sites and throughout the up- and downstream value chain ensures transparency and tracks our progress. These efforts are guided by our Planet Roadmap, which sets clear goals to reduce emis- sions, conserve water, and promote sustainable practices such as eco-friendly packaging and responsible sourcing. Following the ongoing physical and transitory climate risk analysis, Grünenthal plans to identify levers and initiate actions to mitigate and prevent these risks and design actions to best adapt to the changing climate conditions – both within its own operations and along the value chain. Time horizon for completion The key actions are aligned with Grünenthal’s 2030 strategy, which is built on SBTi principles to meet near-term climate goals. Actions taken and progress achieved Own operations: Grünenthal has made substantial progress in reducing company-wide emissions by adopting the SBTi framework and introducing a Corporate Environmental Impact Assessment (EIA) standard. Investments in energy efficiency and renewable energy across Grünenthal’s manufacturing sites in Mitlödi, Origgio, Quito, and Santiago, as well as the headquarters in Aachen, have notably reduced Scope 2 CO2 emissions. For instance, the installation of a heat pump at the Aachen headquarters has led to an annual reduction of 550 tonnes of GHG emissions (17% of Scope 2 emissions). Additionally, in Ecuador, the signing of International Renewable Energy Certificates (IREC) supports net­zero goals at the Quito site. Looking forward, Grünenthal is planning to complete a series of actions related to energy efficiency and reduction of energy consumption, such as heat recovery measures, improvement of thermal plant efficiency, and workshops on energy savings in steam production, as well as more regular actions such as room temperature reduction during weekends. Moreover, the newly installed solar plant will start to produce elec- tricity regularly, as it up until now is running on ‘test mode’ after its implementation in 2024. Supplier engagement: Grünenthal has been monitoring the progress of its supply chain in its commitment to set science-based targets as part of the com- pany’s supplier engagement preparation. The Responsible Sourcing Standards for Business Partners describe the expectations regarding actions to be taken on climate change mitigation. Grünenthal utilises a sustainability collaboration platform, where some strategic suppliers are requested to share their climate targets’ status. As part of its monitoring, Grünenthal checks suppliers’ progress through the SBTi website and analyses relevant suppliers’ sustainability reports. Grünenthal has defined three types of suppliers: Advanced, Intermediate and Beginners. Advanced suppliers have a robust GHG inventory, approved science-based targets in line with the Paris Climate Agreement, and are working on their decarbonisation plans, including switching to 100% renewable electricity (Scope 2). The focus in 2025 will be to engage and create an action plan with suppliers at the Inter mediate and Beginners levels. External collaboration is important, and as part of Grünenthal’s member- ship in the Pharmaceutical Supply Chain Initiative, we will work on the Supplier Decarbon- isation Committee to jointly develop tools and training materials to support each company’s supplier engagement. E1 – Climate change Managing climate change » Grünenthal Insight Maturity of 2023 top GHG contributors in Grünenthal’s supply chain The chart below describes the progress of suppliers (in absolute numbers) accountable for 67% of Grünenthal's total Scope 3 green- house gas emissions having a carbon- reduction target approved by SBTi. 150 120 90 15 60 21 30 40 0 60 34 53 2022 2023 Advanced Intermediate Beginners Significant progress has been made, with the number of suppliers having emission targets approved by SBTi increasing from 40 in 2022 to 53 in 2023. Having emission targets is an important step to build a decarbon- isation plan. 31

E1.MDR-T/E1-4 Targets related to climate change mitigation and adaptation Grünenthal has established clear sustainability targets aligned with its Policy on Occupational Safety, Health and Environmental Protection, and Energy (EHS Policy) objectives. Monthly monitoring and robust evaluation processes ensure that the effectiveness of policies and actions is consistently tracked against material sustain ability-related impacts. Each month, the site-level EHS teams convene with the Global EHS function to review performance. During these meetings, each manufacturing site pre- sents an update on monthly performance metrics and outlines corrective actions where deviations from established targets have been identified. The year 2020 has been selected as the baseline for Grünenthal’s emissions target setting due to its status as the first year with complete and con- sistent emissions data coverage across Scope 1, Scope 2, and Scope 3 categories. This includes all relevant sources such as stationary and mobile combustion, and electricity consumption (both market-based and location-based). The base- line aligns with the company’s internal climate strategy and its SBTi-aligned target-setting methodology. Despite the COVID-19 pandemic, operational emissions in 2020 remained repre- sentative of typical activity levels, particularly in core manufacturing and logistics, and were com- parable to adjacent years. Emissions profiles from 2021 to 2023 confirm the stability and relevance of this baseline for tracking progress. Scope 1 and 2 Grünenthal aims to reduce the sum of its Scope 1 and Scope 2 emissions by 50% (Scope 1 by 42%, Scope 2 by 77%) compared with its 2020 base year by 2030 (34,544 t CO2). These reduction targets are in the process of being validated by the SBTi with validation expected to be completed in 2025. E1 – Climate change Managing climate change Sandra Matamoros, Global Programme Lead Responsible Sourcing, with colleagues Grünenthal is initiating projects to tackle the expected levers of its production emissions, such as green electricity and heat pumps. For estimated quantitative contributions to the achievement of GHG emission reduction targets, see section ‘Key actions taken and planned, expected outcomes, and alignment with policy objectives’. Since the climate risk analysis is still underway, specific climate scenarios have not yet been considered to identify additional impact levers. This will follow once the analysis is complete. Scope 3 » Regarding Scope 3 emissions, Grünenthal developed a comprehensive action plan to have a near-term Scope 3 carbon-reduction target in 2027. As part of Grünenthal’s Science Based Targets initiative (SBTi) near-term targets, the company will launch a supplier engagement plan to ensure that suppliers, responsible for 67% of Grünenthal’s Scope 3 emissions, have validated emission targets by 2028. Once a Scope 3 emis- sion target will be set, this supplier engagement will support in reaching the Scope 3 emission target. Integrating ESG criteria into procure- ment and increasing awareness of ESG impacts in purchasing decisions is a main component of the current strategy. Additionally, Grünenthal will enhance the quality of its Scope 3 greenhouse gas (GHG) data collection by collaborating with internal stakeholders. This plan ensures that Grünenthal is ready to set ambitious carbon reduction targets. « In 2027, Grünenthal plans to set a measurable, outcome-oriented target to manage its emis- sions particularly with regard to Scope 3. 33

E1 – Climate change Relevant topic clusters » Grünenthal Insight ̒Shine: Together. Powered by the Sun’ – Ceremonial inauguration of biggest solar power system in Aachen region On 28 August, Grünenthal inaugurated Aachen’s largest solar power system at its headquarters – featuring over 21 km of cable and 116 tonnes of solar modules. CEO Gabriel Baertschi and the Executive Board Team welcomed prominent guests, including Mona Neubaur, Deputy Prime Minister of North Rhine­ Westphalia and Minister for Economic Affairs, Industry, Climate Protection and Energy, and Sibylle Keupen, Mayor of Aachen. The event included a panel discussion on climate protection and renewable energy, followed by a symbolic act: guests and company representatives assembled an oversized plug, accompanied by a brief fireworks display. The evening ended with live music and informal networking. The system comprises nearly 4,000 solar modules across 18,000 m², generating 1.9 MWp. It will reduce Grünenthal’s CO₂ emissions by 366 tonnes annually – roughly 63 Airbus A380 flight hours. Most of the energy will power the Aachen site; surplus electricity will go into the public grid. Minister Neubaur highlighted the project’s significance: ‘This shows how companies can help drive the energy transition. Every step towards renewables supports climate neutrality in North Rhine-Westphalia.’ Mayor Keupen added: ‘Grünenthal is putting its commitments into practice, helping expand green power in Aachen.’ CEO Baertschi reaffirmed: ‘As a research­driven pharmaceutical company, we aim to improve patients’ lives and protect future gener- ations. Our goal is to halve net emissions by 2030.’ The inauguration represents a major milestone in Grünenthal’s sustainability strategy and its shift toward renewable energy. August 2024: Inauguration ceremony (left to right): Sibylle Keupen (Mayor of Aachen), Thorsten Rasche (Project Lead Grünenthal), Gabriel Baertschi (CEO Grünenthal), Mona Neubaur (Deputy Prime Minister of North Rhine- Westphalia and Minister for Economic Affairs, Industry, Climate Protec- tion and Energy), Christoph Hausser (Site Director Grünenthal Germany), Dave Gebauer (CEO Solarimo), Victor Barbosa (Head Global Operations Grünenthal) 35

» Grünenthal Insight Fully charged: All Grünenthal manufacturing sites powered by 100% green electricity All five global manufacturing sites are now powered by 100% renew able electricity – a major step toward a greener future and a clear sign of our commitment to reducing environmental impact. Our 100% renewable journey: With sup- port from our Environment, Health & Safety and Engineering teams, we have successfully transitioned all sites to fully renewable elec- tricity. Sourced from wind, solar, and other green energy, our facilities now run entirely on clean electricity – lowering our carbon footprint and supporting climate goals. Our green sources: The Origgio and Aachen sites use green Power Purchasing Agreements (PPAs) to access solar and wind energy. Solar panels have also been installed at Origgio, Aachen, and the Swiss API site, generating clean energy on-site. The Swiss site further sources power from a local hydropower system. Quito leads the way: Our Quito facility was the first to achieve 100% green energy – not just electricity – as it operates entirely with- out gas. All manufacturing sites use 100 % renewable electricity E1 – Climate change Relevant topic clusters Solar park at Origgio site 37

Reduction of emissions resulting from purchased energy: –83 % Methodologies and assumptions for GHG calculations All greenhouse gas emissions have been cal- culated in accordance with the GHG Protocol methodology, which ensures alignment with best practices in emissions reporting and supports transparency and accuracy. Direct emissions under Grünenthal’s control, such as those from mobile and stationary com- bustion and fugitive emissions, are captured within Scope 1. This includes refrigerant leaks, which were calculated using factors provided by the UK government’s GHG Reporting Guidelines. Indirect emissions associated with electricity consumption are included in Scope 2. These were calculated using both location-based 1 and market-based 2 approaches. Past reductions, such as 2024 compared with 2023 (–83%), were achieved through signing green Power Purchase Agreements (PPA) for the manufacturing sites in Aachen, Mitlödi, Origgio and Santiago, and International Renewable Energy Certificates (IREC) for the site in Quito. Scope 3 emissions encompass indirect emis- sions from upstream and downstream activities. Due to challenges in timely data availability in Grünenthal’s supply chain, Scope 3 emissions are being reported a year later than Scope 1 and Scope 2 emissions for the respective year. The most recently available Scope 3 data refers to 2023, when Grünenthal enhanced its data collection processes to include additional categories such as employee commuting, the end-of-life treatment of sold products, and upstream transportation. These emissions were quantified using data from the ecoinvent database, which converts spending and weight information into emissions figures. This expanded granularity underscores the company’s com- mitment to refining its emissions reporting and addressing the broader environmental impacts of its operations. Scope 3 emissions data for Categories 3.1 ( Purchased Goods and Services), 3.4 (Upstream Transportation and Distribution), and 3.6 (Busi- ness Travel) have been estimated using a spend- based scaling method. In addition to estimating emissions for each category individually, total Scope 3 emissions for 2024 have been estimated by applying a combined scaling factor based on aggregated spend across these three most mate- rial Scope 3 categories. This approach is subject to the following assumptions and limitations: • The estimation assumes a linear relationship between spend and emissions, which may not fully reflect real changes in supplier practices, emissions intensity, or category- specific emissions factors. E1 – Climate change Relevant topic clusters • No adjustments have been made for potential structural or behavioural changes between 2023 and 2024 (e.g., changes in procurement strategy, travel policies, or business travel composition). • All required spend data for 2023 and 2024 was available and has been used for the estimation. • For Category 3.4, the methodology applied in 2024 is expected to change compared to 2023, including a partial reallocation of emissions between Categories 3.1 and 3.4. However, this estimate applies the 2023 methodology to 2024 spend to enable a like-for-like comparison and should be interpreted accordingly. • This estimate is not intended for use in track- ing progress against emissions reduction targets but is provided to fulfil near­term reporting obligations. • Significant estimation uncertainty remains, particularly for categories where emissions are not directly proportional to spend or where methodological changes are anticipated. • The spend data is assumed to be consist- ently categorised across years. Any changes in how spend was reported or attributed to Scope 3 categories between 2023 and 2024 may affect the accuracy of the scaling. 1 Location-based: Electricity consumption figures were multiplied by country­specific grid emission factors. 2 Market-based: Adjustments were made for renewable electricity purchases and local grid improvements. 39

E1 – Climate change Relevant topic clusters Reconciliation­to­financial­statements GHG emissions intensity is calculated as total emissions (tonnes of CO2e) divided by net revenue. This approach ensures alignment with financial reporting, facilitating transparent and standardised emissions disclosures. Continuous improvement Grünenthal remains committed to enhancing the accuracy and scope of its emissions reporting. The company works on improving its data availability and to include previously excluded data sources, particularly from joint ventures and downstream transportation. In parallel, Grünenthal aims to further decarbon- ise its operations by transitioning to renewable energy and reducing gas consumption across its global facilities. » Grünenthal Insight Reforestation campaign: #TreesForOurPlanet Metric 2024 2023 Number of trees planted as part of Grünenthal’s #TreesForOurPlanet campaign 9,823 8,147 Grünenthal launched the #TreesForOurPlanet reforestation campaign to commemorate the company’s 75th anniversary in 2021. The initial target was to plant 7,500 trees within that year. This target was quickly surpassed thanks to the collective efforts of our teams across all regions. The initiative has contin- ued annually, with targets consistently exceeded. By the end of 2024, nearly 40,000 trees have been planted – an incredible milestone that reflects the commitment of our global workforce. Tree species are selected in consultation with environmental experts to support and enhance local biodiversity. While this campaign is not part of a formal carbon offsetting scheme, it reflects our ongoing effort to contributing to broader environ- mental goals. Surpassing expectations with nearly 10,000 trees planted in 2024 Employees and families in Mexico at #TreesForOurPlanet activity 41

E2 – Environmental pollution (land, air, water) including the supply chain Managing pollution at Grünenthal and in the supply chain Incident response and emergency preparedness To minimise environmental harm in the event of an incident, Grünenthal enforces a standardised spill response protocol that includes immediate containment, root cause investigation, and corrective actions. Emergency contact proce- dures with relevant authorities are built into site plans. Additionally, the company’s Wastewater Standard addresses unplanned discharge scenarios, including those resulting from extreme weather events. Regular training and emergency drills ensure staff preparedness and reinforce a culture of environmental responsibility. Pollution­policies­in­the­supply­chain: For managing pollution in its supply chain, Grünenthal refers to its Responsible Sourcing Standards for Business Partners. They reflect Grünenthal’s expectations of its suppliers in terms of environmental management to address air, land and soil pollution in its supply chain, which was identified as material impact by Grünenthal. In order to supervise supplier com- pliance with our standard, we aim to implement environmental impact assessments across our procurement processes and sourcing strategy, particularly regarding pollution of water, soil, and air and waste management. The described policies, along with Grünenthal’s Statement of Compliance with Human Rights and Environmental Standards, underline our commitment to complying with international standards such as the Minamata Convention on Mercury (2013), the Stockholm Convention on Persistent Organic Pollutants (2001, 2005), and the Basel Convention on the Control of Transboundary Movements of Hazardous Waste and their Disposal (1989). The responsible use of resources remains a key focus of Grünenthal’s environmental stewardship and is crucial to minimising pollution and fostering sustain ability. We endeavour to work with suppliers with the same focus. E2.MDR-A/E2-2 Pollution actions Grünenthal recognises the detrimental impact of pollution across its value chain, and, in line with its EHS policy, is committed to a holistic approach to minimise it in both its own operations and the supply chain. Aachen headquarters Campus 43

E2 – Environmental pollution (land, air, water) including the supply chain Managing pollution at Grünenthal and in the supply chain Value in mg/l Value in kg/m3 Value in kg Threshold for releases according to Annex II of Regulation (EC) No. 166/2006 (E-PRTR) in kg 10 1 Pollution­to­water Pollutant Chloroform (Trichloromethane) <0.24 <0.00024 <13.17312 Carbon Tetrachloride <0.24 <0.00024 <13.17312 Packaging at Aachen site Site Quito Quito Calculation methodology US EPA 8260 C/MM-S-65 US EPA 8260 C/MM-S-65 45

E2 – Environmental pollution (land, air, water) including the supply chain Relevant topic clusters » Grünenthal Insight Waste management Grünenthal has undertaken several waste management initiatives in 2024 to enhance sustainability and resource efficiency. Through waste coprocessing at the Quito site, it harnesses the caloric value of waste during incineration to reduce fossil fuel con- sumption, repurposing the generated energy for hazardous waste decontamination and material cleaning, resulting in an annual reduction of 158.68 tonnes of CO₂ emissions and saving 40,584.33 kWh of energy. Further targets and progress 2024 1 Additionally, the solvent recovery project in Santiago minimises hazardous waste by collecting and segregating organic solvents, which are then transformed into alternative fuel, leading to the recycling of 12,000 litres per year, a 3% increase in recyclable waste, and a significant reduction in volatile organic compound (VOC) emissions. recyclability, contributing to a 5% increase in recyclable waste through enhanced waste management practices and partnerships with new contractors. In 2024, we have achieved our goal of zero waste to landfill status from manufacturing activities at all manufacturing sites. Furthermore, at the Origgio site, the intro- duction of a dedicated waste stream for segregating plastic materials has improved Target Reduce normalised hazardous non­ recyclable waste from manu facturing activities (tonnes/produced units or volume) by 2% per manu facturing site each year until 2040. Increase recyclable waste from manufacturing activities (tonnes/produced units or volume) by 2% per manufacturing site each year until 2040. Progress 2024 Site Aachen Packaging Centre Aachen API Mitlödi Origgio Quito Santiago Aachen Packaging Centre Aachen API Mitlödi Origgio Quito Santiago Change Status On track for 4 sites On track for 4 sites –41% –15% –25% +37% 2 –25% –17% +0% +20% +3% +9% +3% +2% Achieve zero waste to landfill status from manufacturing activities at all manufacturing sites by 2024. Sent zero waste to landfill from manufactur- ing activities at all manufacturing sites Completed Targets maintained from previous Responsibility Report; will be reviewed in 2025. 1 2 Production­related factors led to a short­term increase in hazardous non­recyclable waste. 47

SOCIAL • Own workforce (ESRS S1) – Managing Grünenthal’s own workforce Patient (ESRS S4) • – Managing consumers and end-users – Fair working conditions – Personal safety of consumers and remuneration – Workplace safety and health protection – Training and development – Diversity, inclusion, and equal opportunities and/or end-users > Patient safety > Product quality > Safe pain management through responsible use of opioids – Access to healthcare – Research and development 49

S1 – Own workforce Managing Grünenthal’s own workforce The Diversity & Engagement Strategy explicitly addresses individual differences, ensuring that all employees have access to equal opportunities and a safe, supportive environment. Human rights safeguards for Grünenthal’s workforce Grünenthal’s commitment to upholding human ‘S1.MDR-P/S1-1’) rights (for details see section aims to safeguard fair working conditions and eliminate risks of forced labour, compulsory labour and child labour within its workforce. The company has not identified any of its operations as being at significant risk of incidents of exploit- ative labour practices. As part of our Global People Policy, Grünenthal fully supports and adheres to meeting local and international regulations prohibiting child labour. Business partners are similarly required to align with Grünenthal’s ethical commitments, which include respecting fundamental rights and refraining from employing underage workers. The company shares its Code of Conduct for Business Partners with suppliers at the begin- ning of the supplier life cycle management. Additionally, an in-depth ESG assessment asks suppliers defined as ESG sensitive for further information on human rights and environmental standards, ensuring compliance with the German Supply Chain Act. Geographic considerations Grünenthal’s manufacturing sites are located in Chile, Ecuador, Germany, Italy, and Switzerland. The company’s proactive adherence to interna- tional ethical guidelines such as the UN Guiding Principles on Business and Human Rights and the OECD Guidelines for Multinational Enterprises, combined with continuous monitoring and risk assessment processes such as the GSCA eval- uation, provides assurance that risks of forced or child labour are effectively minimised. The risk monitoring system in compliance with the GSCA framework for the supply chain includes the in-depth ESG assessment, adverse media monitoring and our Ethics Helpline. 51 Leen Hofkens, Head Global Human Resources a culture of inclusion supported by programmes such as leadership workshops, mentoring schemes, and partnerships with external initia- tives like ‘Mujeres en Farma’ in Spain, to promote female leadership in the pharmaceutical industry. These efforts have been recognised with awards for diversity and inclusion, further strengthen- ing Grünenthal’s position as an attractive and equitable employer. Understanding of vulnerable groups within its­own­workforce Regarding workplace safety and health, Grünenthal recognises that certain groups of employees, such as junior or inexperienced work- ers, night shift staff, or those exposed to hazard- ous tasks, may face heightened risks. To address this, the company has implemented tailored training and assessment protocols, including: To promote diversity and inclusion in recruitment while maintaining merit-based decision-making, structured training on unconscious bias and inclusive leadership has been implemented, rein- forcing equitable practices across all functions. The company fosters innovation and engage- ment by enhancing employee satisfaction and performance through efforts to provide learning opportunities, encourage community involve- ment, and create a workplace that mirrors the diversity of society. • Training plans for employees in specialised areas, such as maintenance and production. • Strict adherence to minimum age require- ments and competency assessments for specific roles. Grünenthal has developed targeted initiatives to support employees who are more vulnerable to discrimination and inequality such as under- represented groups or individuals with disabilities.

Protecting employees who raise concerns is a key priority for Grünenthal. The company’s Code of Conduct explicitly prohibits retaliation against whistleblowers and mechanisms are in place to protect their identity and rights. Promoting­awareness­and­trust Grünenthal fosters employee awareness of grievance channels through regular training sessions, workshops, and clear communication across multiple platforms, including the intranet and notice boards. The 2024 GPtW Trust Index recorded a score of 78%, reflecting a strong level of confidence among employees in the company’s culture of transparency. S1-6 Characteristics of Grünenthal’s workforce Number of employees by gender (in headcount) 1 Gender Male Female Other Not reported Total employees Number of employees 2,148 2,203 1 0 4,352 2 1 Table includes personnel numbers from the acquired Valinor and Grünenthal Meds. 2 Equivalent to 4,196.42 FTE Number of employees in countries with ­significant­employment­ (in headcount) 1 2024 Country Germany Italy Chile Number of employees 1,221 617 541 1 Countries where the undertaking has at least 50 employees representing at least 10% of its total number of employees. Table includes personnel numbers from the acquired Valinor and Grünenthal Meds. S1 – Own workforce Managing Grünenthal’s own workforce Number­of­employees­by­contract­type,­broken­down­by­gender­(in­headcount)­1 2024 Female Male Other Not disclosed Total Number of employees 2,203 2,148 Number of permanent employees 2,091 2,049 Number of temporary employees 112 99 1 1 0 Number of non-guaranteed hours employees 0 0 0 1 Table includes personnel numbers from the acquired Valinor and Grünenthal Meds. 0 0 0 0 4,352 4,141 211 0 R&D colleagues at Aachen headquarters 53

S1 – Own workforce Managing Grünenthal’s own workforce Colleagues in Portugal during their Grünenthal Gives Day Severe human rights issues and incidents No severe human rights violations or incidents connected to Grünenthal’s own workforce have occurred. The company’s internal governance and monitoring processes aim to prevent such issues, and Grünenthal’s German Supply Chain Act working group ensures a proactive stance on potential risks along the supply chain. For more information on the GSCA working group, see section ‘G1.MDR-A’. » Grünenthal Insight Employee engagement Further targets and progress 2024 Target Progress 2024 Increase the participation in local community events, measured through number of hours volunteered (e.g., ‘Grünenthal Gives’) Employees dedicated more than 4,000 hours to support their local communities and give back to society. Improve our working environment, to make sure all employees feel valued, respected, included and empowered to do their best, bring great ideas to the table and develop to their full potential Grünenthal Gives: Great days for good causes! The Grünenthal Gives Programme, launched in 2023, allows employees to dedicate a day per year to support their local community, selecting a social area of their preference to contribute based on their interests and expertise. In 2024, colleagues worldwide engaged in diverse activities including tree planting, food distribution, community cleanups, and volunteering with social institutions. Highlights included preparing an outdoor area of a hospice, sup- porting a Ronald McDonald house in Germany and delivering food to over 500 organisations in Spain and Portugal. Teams removed Status On track On track waste and invasive plants, supported playground renovations, and visited dementia patients. Colleagues in Portugal supported the ‘Just a Change’ association in the renovation of one of the Maria Droste Foundation’s foster homes in Lisbon, a home for young girls living in precarious conditions. Colleagues in Latin America organised events for homeless and elderly people, while others assembled hygiene kits or built prosthetic hands for underserved populations. Across all regions, participation was overwhelming, reflecting our shared commitment to social responsibility. These efforts exemplify our Corporate Responsibility approach and reinforce our positive impact on people, communities, and the environment. 55

integrating these standards into its opera- tions, Grünenthal ensures respect for human rights across its global supply chains and within its own business units. Grünenthal’s broader human rights approach extends beyond its own operations: see chapter ‘G1 – Business conduct’ regarding human rights in the supply chain. Implementation of these policies is overseen by the respective functional leads, such as the Global Head of HR for the Global People Policy. To ensure consistent standards while accom- modating regional and country legislation, local policies are developed, maintained and account- able to the Head of HR for the territory. For Germany, the Head of HR Germany is responsible for all company and works council agreements for Germany. Key­contents­of­working­conditions­ ­policies and­agreements Grünenthal’s policies are designed to provide attractive working conditions by offering diverse roles, growth opportunities and an extensive range of benefits including healthcare and pen- sion, in the context of the local market. Benefits may include medical insurance, company car, fitness allowance as well as membership and service fees, training or education, additional holidays, special discounts and other support. These policies fully comply with local laws and regulations while incorporating collective bar- gaining agreements and company-wide stand- ards that go beyond statutory requirements. Other key areas covered include: • Working time regulations based on local legislation: General schedules, daily working hours, special leave policies, and bridging days (Germany). • Compensation structures: Transparent frameworks for base salaries, variable pay, allowances, and rules for work on Sundays or public holidays. • Employee development: Personal devel- opment plans, training opportunities, and tailored local social services. • Workplace safety: see dedicated section below. Communication and accessibility of policies Grünenthal prioritises transparency and accessibility in communicating its policies. The company employs multi-channel strategies to ensure employees understand their rights, responsibilities and the resources available to them. Key measures include: • Training campaigns: Comprehensive programmes in local languages to educate employees about policy updates and their implications. • Support platforms: Dedicated channels for employees to seek clarification and raise concerns, supported by managers, HR representatives, and works councils. • Policy accessibility: Policies are made available on the company’s intranet or local workspaces, ensuring ongoing access for all stakeholders. S1.MDR-A/S1-4 Fair working conditions and remuneration actions Grünenthal demonstrates a strong commitment to fostering a supportive and inclusive work environment by implementing flexible policies, innovative initiatives, and robust measures that address material impacts, mitigate risks, and deliver positive outcomes for its employ- ees. These efforts are closely aligned with the company’s broader sustainability and business goals, creating a workplace where employees can thrive both professionally and personally. In geographies with active works councils (Chile, France, Germany, Italy and Spain), the local works councils are involved in discussions regarding new agreements. For health measures, exchange with employees takes place. Following our Great Place to Work® surveys, we conduct workshops, focus group discussions, and interviews – where needed – to gain deeper insights from employees on how Grünenthal can further enhance its health meas- ures. The outcomes of these follow-up activities S1 – Own workforce Fair working conditions and remuneration are then integrated into local HR plans and initia- tives. In Germany for example we include specific questions in the Great Place to Work® survey on health measures also following a legal frame ( Psychologische Gefährdungsbeurteilung). Grünenthal’s SmartWork Hybrid Model ena- bles eligible employees, i.e., all employees whose activities permit participation and if they are per- sonally suitable, to manage their flexible work- ing arrangements. This approach allows for a combination of remote and on-site work, tailored to individual roles and responsibilities. The policy emphasises trust and focuses on results rather than strict working hours or locations. Employees are supported with the necessary infrastructure to ensure productivity from any location, and family-friendly measures, such as an on-site childcare centre at the Aachen head- quarters, enhance work-life balance. This policy has been progressively implemented since 2021. In addition to the SmartWork approach, Grünenthal has implemented trust-based work- ing hours for exempt employees. To track and ensure effectiveness of actions, Grünenthal uses the exchange with local works councils and the Great Place to Work® survey, which takes place every other year. Additionally, there are other non-standardised surveys run by local HR teams, tailored to specific needs, such as occasional mood check polls. No exact CapEx/OpEx data for the (planned) actions is being reported this year due to limited data availability. Fair working conditions and remuneration metrics and targets S1.MDR-T/S1-5 Fair working conditions targets In 2025, Grünenthal plans to set measurable, outcome-oriented targets to ensure fair working conditions for the company’s workforce. » None- theless, progress in the topic is managed with the non-ESRS-aligned target below. 57

S1 – Own workforce Fair working conditions and remuneration » Grünenthal Insight Social protection Work-life balance At Grünenthal, all employees in our own workforce are covered by social protection through public programmes or company benefits, ensuring income security in cases of sickness, unemployment, employ- ment injury, parental leave, and retirement. Social security frameworks vary across countries in which we operate, and Grünenthal provides additional benefits where applicable to complement national systems. At present, Grünenthal has not identified employee groups excluded from social protection schemes across its operational countries. Ongoing assessments ensure all employees have adequate income security through public or employer-sponsored measures. Further evaluations may be conducted to confirm full compliance with social protection requirements. Income protection in case of sickness, unemployment coverage, employment injury and disability protection, parental leave benefits as well as retirement security is granted according to local labour and social laws. Grünenthal is committed to supporting employees in balancing their professional and personal responsibilities by providing access to family-related leave in accordance with national social policies and through collective bargaining agreements. All employees are entitled to relevant leave provisions, with additional benefits provided in certain countries. In Germany 1, 58 2 employees took family-related leave. Addi- tionally, in the majority (all) of our countries we offer an Employee Assistance programme (EAP) allowing them to access mental health and psychological support services for professional or private matters. In January 2025, Grünenthal introduced family starting time, a volun- tary additional leave for spouses or partners. So far, six family starting time requests have been received. To remain competitive and attractive to potential employees, we offer enhanced benefits. Germany provides extensive family­related leave entitlements. Employees receive additional paid holidays for marriage, birth of a child (for fathers), and bereavement. Additional paid leave is also granted for family caregiving responsibilities. Currently, four employees make use of such part-time work arrangements to accom- modate ongoing caregiving duties. 1 Global data is not yet available. 2 Part-time: 26 employees, full-time: 43 employees; the total is higher than 58 because of employees who did both in 2024. Employee event at Aachen headquarters 59

Scope of the policies The EHS Policy applies to all Grünenthal employ- ees, contractors and suppliers. It encompasses all activities and operations within our organisa- tional remit, ensuring alignment with our over- arching sustainability objectives. We are ensuring that health and safety are taken into account regarding the procurement of goods and ser- vices and at the start of new projects. We also expect our suppliers to actively promote occupa- tional safety and health protection. Additionally, we have a Contractor Safety Standard in place, aiming to ensure the safety of contractors work- ing at Grünenthal sites. The Standard covers the management of contractors from the contractor approval process, the controlled site access, the permit to work, and up to the controlled site exit. The local H&S site team and job supervisor con- duct periodic random inspections of approved contractors on site to ensure good contractor management practice. Accountability and governance The EHS Policy is signed off by members of the Corporate Executive Board, reflecting its strategic importance and the commitment of Grünenthal’s highest leadership. Grünenthal’s EHS departments, supported by site directors and safety committees, play a central role in managing health and safety impacts. These internal functions implement targeted actions to address negative impacts and drive positive outcomes, ensuring alignment with the company’s zero­accident vision. Alignment­with­third-party­standards The development and implementation of the pol- icies are informed by internationally recognised standards, including ISO 45001. This benchmark guides our approach to occupational safety, and health protection, reinforcing Grünenthal’s ded- ication to global best practices. Manufacturing sites are certified according to ISO 45001. Stakeholder engagement and accessibility We actively promote awareness of occupational safety, health protection, environmental steward- ship, energy efficiency, and sustainability among our employees and relevant stakeholders. See ‘S1-2 Workforce engagement’ for section more information. The policies are made accessible to all poten- tially affected stakeholders and those responsible for its implementation via Grünenthal’s internal intranet platform. This ensures transparency and enables easy access for consultation, fostering alignment and accountability across the organisation. S1.MDR-A/S1-4 Workplace health and safety actions Grünenthal’s health and safety strategy is driven by a zero­accident vision, underpinned by the use of leading indicator KPIs such as near-miss reporting and behavioural safety observations. Seven-step strategy In 2020, we implemented a seven-step strategy to enhance health and safety. The action plan is made up of six operational steps or achieve- ments, with the aimed for result being step 7 – ‘Vision zero’ (zero accidents at Grünenthal). 1. 2. 3. 4. A behavioural observation programme was implemented for accident investigation. The programme helped identifying potential hazards and implementing corrective meas- ures. In high-risk areas such as production, inexperienced workers receive specialised training to ensure their safety. Next, the H&S Critical Standards (see ‘S1.MDR-P’) were developed, and a gap analysis and maturity assessment conducted in relation to the standards for each site. Step three is the achievement of 100% scores regarding H&S Critical Standards along with the development of compre- hensive risk assessment and action plans for each manufacturing site. Step four refers to the definition of coun- termeasures of risk assessment and a programme for safety culture through engagement. S1 – Own workforce Fair working conditions and remuneration 5. 6. Step five entails implementation and gap analysis for the H&S Excellence Standards (see ‘S1.MDR-P’). Step six describes the achievement of 100% scores for all H&S Standards (Critical and Excellence), with active participation of employees in H&S improvement for their work areas. 7. The final milestone, step seven, is the achievement of zero accidents at the workplace. Risk assessment and inclusion of ­vulnerable workforce­perspectives Grünenthal conducts comprehensive risk assess- ments for activities at each site, actively involving machine operators. These assessments cover for example machine operation, exposure risks during processes, and high-risk tasks. This inclu- sive approach ensures that potential barriers to engagement are identified and addressed, ena- bling all employees, including those in vulnerable situations, to contribute to safety discussions. Workforce engagement in identifying operational improvements In cases of incidents or accidents, Grünenthal employs a participatory approach to investiga- tion and improvement. This includes affected individuals and witnesses directly, as well as department heads to identify root causes and implement corrective actions. Scope of key actions Our safety initiatives are focused primarily on manufacturing sites, where operational com- plexities require stringent risk management. Additionally, our suppliers are required to self- disclose safety performance, extending our safety framework across the value chain. Time horizon for implementation Actions at manufacturing sites are defined based on individual risk assessments and priorities. This ensures that resources and efforts are allocated effectively to mitigate risks and enhance safety standards within a structured timeframe. The seven-step strategy started in 2020 and does 61

Methodologies and assumptions behind metrics Metrics are presented and discussed at the monthly EHS review meetings between global EHS and site EHS representatives. All accident and near-miss data is reported using the Quentic system, which is also used to automatically compile the numbers from all Grünenthal man- ufacturing sites. Accidents from non­manufacturing sites (affil- iates) are compiled manually by global EHS through meetings with the site representatives. Workforce engagement in tracking performance Performance against these targets is tracked regularly, with EHS Managers providing monthly updates to the Senior Leadership Team (SLT). Additionally, safety meetings at both site and global levels ensure ongoing engagement and accountability. External validation All Grünenthal manufacturing sites are certified under ISO 45001, an internationally recognised standard for occupational health and safety management systems. Additionally, external assessments are conducted at API sites to verify compliance of EHS processes with safety proto- cols. Periodic reviews by insurance companies further validate the robustness of our health and safety measures. S1.MDR-T/S1-5 Workplace health and safety target Grünenthal has implemented the zero­accident vision and is currently defining a measurable, outcome-orieted target for workplace safety and health protection by the end of 2025. The target-setting process for internal objectives such as ‘Vision Zero’ involves EHS Managers and Site Directors from each site, who collaborate to develop and refine goals. These are subsequently S1 – Own workforce Workplace safety and health protection Apprentice at Aachen headquarters 63

S1 – Own workforce Workplace safety and health protection Both policies reflect Grünenthal’s commitment to fostering a productive, inclusive and supportive work environment. Policy implementation and communication Responsibility for implementing the training and qualification policy ‘Global Management of Train- ing and Qualifications’ lies with Global Quality Assurance, while the Global People Policy is overseen by the Head Global HR and is ultimately accountable to the Corporate Executive Board. The Global People Policy aligns with international standards, including the United Nations Universal Declaration of Human Rights and key interna- tional labour conventions, ensuring Grünenthal meets global benchmarks for non-discrimination, freedom of association and equal remuneration. Communication and transparency are central to ensuring policy effectiveness. Policies are made accessible through Grünenthal’s global MasterControl platform, where employees are trained on new policies and tested on their understanding. S1.MDR-A/S1-4 Training and development actions Grünenthal recognises that adaptability and con- tinuous growth are essential in a fast-evolving business environment. To this end, the company’s Performance & Development Management approach serves as a cornerstone for employee growth. This framework promotes regular dia- logue between employees and their line manag- ers, enabling them to align on development goals and actions that culminate in a robust Personal Development Plan. These plans are tailored to help employees grow professionally and person- ally, either in their current roles or in preparation for future opportunities. The Global HR Development team supports equity of access to development resources by providing structured frameworks, tailored train- ing opportunities, and access to diverse learning platforms. These are supplemented by functional training that include mandatory industry and role specific training. Employees at Aachen headquarters Grünenthal supports employee capability-build- ing with comprehensive training and develop- ment frameworks, particularly at manufacturing sites. Programmes include: • Buddy systems and mentoring for junior and inexperienced workers. • Specialised training for high-risk roles, ensuring compliance with safety protocols and minimum age requirements. • Development initiatives linked to the Succession and Development Management Process, which identifies and nurtures high-potential employees for business- critical roles. Delivering­positive­workforce­impacts Grünenthal fosters leadership excellence and personal growth through the Essential Leadership Skills and Personal Attributes (ELSPAs) frame- work. This ensures that leadership development, hiring and feedback processes are aligned with the company’s values. ELSPAs are embedded into the organisation through interactive e-learn- ing modules, workshops and tailored guidelines, equipping leaders with practical tools to support team growth. Key programmes that deliver positive workforce impacts include: • Global Operations (GO) Leadership Academy: Training nearly 300 managers globally to enhance leadership, accounta- bility and team engagement. • Chief Commercial Organisation (CCO) Academy: Providing tailored training plans for customer-facing employees, resulting in improved engagement and high participa- tion rates. 65

S1 – Own workforce Training and development The policy explicitly commits to eliminating any form of discrimination or harassment, and to promoting inclusion by addressing issues related to race, gender, age, religion, sexual orientation, social origin, disability and other protected char- acteristics. Employees are expected to adhere to these principles and relevant anti-discrimination laws. Through its Diversity & Engagement Strat- egy, Grünenthal seeks to achieve psychological safety and belonging for all employees, with specific measures to eliminate bias in hiring, compensation and career progression. Policy scope and accountability The Global People Policy applies to all Grünenthal employees, managers and contingent workers worldwide performing work for any legal entity of the Grünenthal Group, including contractors and personnel from outsourced service providers. The Head of Global Human Resources, supported by the Corporate Executive Board, is responsible for overseeing the policy’s implementation. The Diversity & Engagement Council, composed of senior leaders across business areas, plays a key role in setting strategic goals, monitor- ing progress and advising on diversity and inclusion matters. Alignment­with­international­standards Grünenthal’s Global People Policy aligns with globally recognised frameworks, including the United Nations Universal Declaration of Human Rights (1948) and International Labour Organi- sation (ILO) Conventions, such as the Discrimi- nation (Employment and Occupation) Conven- tion, 1958 (No. 111), Freedom of Association and Protection of the Right to Organise Convention, 1948 (No. 87) and the Equal Remuneration Convention, 1951 (No. 100). Colleagues at Aachen headquarters celebrating Pride Month • Recognising and rewarding performance through structured programmes. • Supporting employees during organisational change processes. • Offering continued support for health, well- being, work-life balance and family-friendly programmes. Diversity, inclusion, and equal opportunities S1.MDR-P/S1-1 Diversity, inclusion, and equal opportunities policy: Managing workforce impacts Key contents of the policy Grünenthal’s Global People Policy forms the cornerstone of its approach to managing work- force-related impacts. The policy focuses on fostering a work environment that supports pro- fessional and personal growth, underpinned by equity, diversity, inclusion and employee engage- ment. The policy addresses four main topics: 1. 2. 3. Human capital fairness: Promoting fair employment practices and ensuring all employees are treated equitably. Equality, diversity and inclusion: Foster- ing an inclusive environment where diversity is viewed as a driver of innovation, enabling teams to collaborate effectively. Attractive employer: Creating the best possible conditions for Grünenthal’s employ- ees in their professional and private lives by providing an environment where people can thrive in rich and varied roles, offering growth opportunities and an extensive range of benefits. 4. Employee engagement: Encouraging active participation and fostering a culture of mutual respect and psychological safety. 67

Stakeholder­consideration­and accessibility Grünenthal promotes awareness of diversity, equality and inclusion matters among our employees and relevant stakeholders. See sec- ‘S1-2 Workforce engagement’ for more tion information. descriptions, standardised interview processes, and bias-reduction are in place for hiring man- agers to ensure merit-based decisions. Discrimi- nation or bias, if identified, is promptly addressed through remedial actions, including process changes and enhanced monitoring. To ensure transparency, all policies are available through platforms such as MasterControl, where employees are trained to ensure understanding at all levels. Platforms for raising questions or concerns are available, and employees can consult managers, HR, or works council repre- sentatives for clarification. Accessibility­to­individuals­with­disabilities The company is also committed to ensuring that its facilities are accessible to individuals with disabilities. S1.MDR-A/S1-4 Diversity, inclusion and equal opportunities actions Grievance mechanisms and continuous improvement Grünenthal has established robust grievance mechanisms, including the Ethics Helpline, which allows employees and external stakeholders to report any concerns, including potential incidents of discrimination, confidentially and anonymously in their preferred language. The Ethics Helpline is a confidential internet­based platform managed by Grünenthal’s Global Compliance Team and provided and maintained by a third-party vendor. It can be used 24/7 by employees including those of our business partners or any other individual. Every complaint or concern is investigated by our Compliance organisation, and if the allega- tion refers to a potential substantial violation of human rights and/or environmental protection obligation, the Human Rights Officer shall directly undertake the investigation. Grievances are thoroughly investigated, with findings used to improve internal processes and training. To mitigate risks such as biased job requirements, Grünenthal retrospectively monitors diversity of the new hires. Training for creating inclusive job Advancing diversity and inclusion Grünenthal is committed to fostering a cul- ture of inclusion and achieving gender parity in leader ship roles. The Leadership Learning Labs are a cornerstone of Grünenthal’s efforts, a programme designed to develop inclusive leader ship skills. This initiative equips leaders with tools to recognise and address biases, foster diversity, and build inclusive teams. Additionally, Grünenthal organises cultural celebrations, such as International Women’s Day and the World Day for Cultural Diversity and Girls in Science to enhance understanding and strengthen team cohesion. Multilingual communication efforts and English language classes further support inclu- sion by ensuring accessibility for all employees. To further strengthen its inclusive culture, Grünenthal integrates feedback mechanisms such as its biennial Great Place to Work® survey. In 2024, the survey included additional state- ments focused on key aspects of inclusion, such as diversity as a strength, respect for individual identity, openness to differing opinions, and managerial support for diverse perspectives. S1 – Own workforce Diversity, inclusion, and equal opportunities The survey results, presented during the Global Townhall and shared with the Diversity & Engage- ment Council, indicated positive trends. For instance, 86% of employees viewed diversity as a strength, while 81% felt encouraged by their managers to share differing opinions. These results provide actionable insights that guide Grünenthal’s continuous improvement efforts in building an inclusive workplace. Grünenthal has implemented comprehensive measures to promote equal pay and pay equity. These include a transparent job family and lev- elling framework, which ensures that salaries are based on objective, gender-neutral criteria. Regular salary reviews, transparent progression structures, and equitable pay for employees returning from leave further reinforce this commitment. The company is also taking steps to enhance transparency in recruitment. For instance, Grünenthal is excluding prior salaries from recruitment decisions and plans to have the pay range or rate posted in job advert and/ or to have it available on request to all candidates before any interview. Future plans also include disclosing potential pay gap data in accordance with the EU pay transparency directive. Governance and strategic oversight for diversity­&­engagement The Global HR Development Team is responsible for implementing training and initiatives, while the Diversity & Engagement Council provides oversight and ensures alignment with corporate objectives. Composed of senior executives from various business areas, the Council meets quar- terly to review progress and advise on strategic goals. Additional governance is provided by the Corporate Responsibility Board, which oversees diversity-related targets and activities. 69

S1 – Own workforce Diversity, inclusion, and equal opportunities In 2025, Grünenthal aims to set a measurable, outcome­oriented target to effectively and sys- tematically manage the topic of diversity, inclusion and equal opportunities of its workforce. » None- theless, progress in the topic is managed with the non-ESRS-aligned targets below. These targets are tracked regularly to ensure consistent progress and alignment with the company’s broader strategic priorities. « » Further targets and progress 2024 Target 1 Move closer each year towards achieving gender parity 2 in leadership 3 and executive 4 roles. The following, previous targets were consolidated into the above target since they all contribute to the same overall objective: • Offer a workplace that mirrors the diversity of society and takes a leading role for equity, diversity and inclusion • Increase the diversity of our workforce Progress 2024 As of December 2024, 42% of leadership positions and 36% of executive leadership positions are held by women. Status On track Ensure all policies and practices will be inclusive and encourage diversity and equity by the end of 2025 Completed Gender Pay Gap pilot analysis 5 On track 1 2 Targets maintained from previous Responsibility Report; will be reviewed in 2025. All employment decisions at Grünenthal are based solely on job­related factors, including the skills, qualifications, and experience of the individual, without regard to gender, race, ethnicity, or any other personal attributes which are unrelated to the job. 3 Employee with 1 or more direct reports 4 Leader at grade GG16+ 5 As we prepare for compliance with the EU Equal Pay Directive (2026), we are not reporting the unadjusted gender pay gap this year. This underlines our commitment to pay transparency and equal pay for work of equal value and ensures that we are prepared for a company-wide understanding of the data and potential gaps and actions. « » Leadership positions held by women: 42 % « Ana Inacio, Global Head Established Medicines, with colleagues 71

S1 – Own workforce Diversity, inclusion, and equal opportunities Corporate Citizenship As a global company, Grünenthal takes its social responsibility very seriously. It is impor- tant for us to make a meaningful contribution to broader society. For this reason, we send donations to support measures, initiatives and institutions that align with our donation criteria. We have defined four strategic categories: Strategic categories for Corporate Citizenship Social responsibility activities Environmental protection activities Activities that promote health and wellbeing Ad-hoc disaster relief Number of Corporate Citizenship projects and initiatives Strategic category Number of projects 2024 Number of initiatives 2023 Ad-hoc disaster relief 3 projects: Financial donation to the Red Cross in favour of the people affected by the flood disaster in Spain; Disaster relief to help those affected by the severe storms in Brazil and the wildfires in Chile 3 initiatives: Financial donation to the Red Cross for emer- gency aid after the severe earthquakes in Turkey and Syria; Disaster relief for Brazil after the landslides in São Paulo and for Chile after the wildfires in the south of the country Social responsibility activities (before: philanthropic activities) 20 projects: To support initiatives that work for the wellbeing of society and the protection of vulnerable groups, e.g. people with disabilities, children from socially disadvantaged families 6 initiatives: To promote regional projects to improve hospice and palliative care and the mobility of people with disabilities Activities that promote health and wellbeing (before: healthcare support activities) 11 projects: Focus on supporting palliative care, e.g. by funding the work of national or regional hospice foundations or NGOs in the field of medical care 8 initiatives: Focus on supporting pain and palliative care, e.g. by funding riding holidays for children with cancer or the work of regional hospice foundations Environmental protection activities 2 projects: To support activities that promote the responsible use of natural resources, e.g. the expan- sion of renewable energies by local associations N/A 73

Corporate Citizenship Corporate Citizenship initiatives Promoting community support and raising aware- ness through corporate running events and marches In 2024, over 100 Grünenthal employees participated in the Aachen corporate run, supporting local social causes through a donation-based initiative. Each participant generated a 100 Euro donation, totalling 12,800 Euro across three organisations: Breakfast4kids, Bürgerstiftung Lebensraum Aachen, and Ukrainer in Aachen e.V. Employ- ees voted on fund allocation, actively shap- ing the impact. The initiative combined health promotion with civic engagement, reinforc- ing our commitment to local communities and employee-driven social responsibility. In October 2024, Grünenthal Spain organ- ised the first Solidarity March Against Pain in Madrid to highlight the burden of chronic pain, which affects over a quarter of the Spanish population. More than 150 par- ticipants – including patients, healthcare professionals, and Grünenthal colleagues – joined the initiative, supported by 37 organ- isations. Each kilometre walked contributed to the Theodora Foundation, aligning aware- ness-raising with tangible support for hospi- talised children through creative emotional care. In total, 3,500 Euro was collected and donated to this organisation. Grünenthal employees at Solidary March Against Pain in Madrid 75

trials. The use of digital biomarkers, such as smart watches and telemetry devices to monitor patients’ mobility, heart rates and sleep patterns, may provide deeper insights into potential new therapies and reduces the burden on patients of recording this data. Innovative medicines may present unforeseen safety risks during clinical trials. As all new drug candidates may show a safety signal in devel- opment, Grünenthal adheres to strict regulatory requirements to ensure patient safety. Rigorous preclinical testing and risk identification meas- ures are implemented early in the development process to minimise potential safety concerns. By applying these safeguards, Grünenthal upholds the highest patient protection standards throughout drug development while advancing pain management solutions. S4-2 Processes for engaging with consumers and end-users about impacts Grünenthal’s engagement with consumers and end-users is structured within the framework of regulatory compliance and product safety requirements. Regarding patient safety, the com- pany does not engage directly with patients or healthcare professionals beyond the established interactions with competent regulatory author- ities. These interactions ensure that all safety measures, including risk assessments and prod- uct safety updates, align with global, national, and regional requirements. Beyond regulatory engagement, Grünenthal pro- vides mechanisms for patients and healthcare professionals to access information regarding its products. The company maintains a Medical Information Service to respond to safety-related inquiries and ensures that product information, including patient leaflets and prescribing guide- lines, is available through official channels. While these engagements remain indirect, they ensure that all patients, including particularly vulnera- ble patients, and healthcare professionals have access to accurate and up-to-date information. S4 – Patient Managing consumers and end-users Grünenthal engages reactively through its product quality complaints mechanism, which allows healthcare professionals and patients to report concerns related to drug safety, quality and efficacy. These interactions are essential for ensuring that any reported concerns are reviewed and addressed systematically. S4-3 Processes to remediate negative impacts and channels to raise concerns Grünenthal maintains formal channels for con- sumers and end-users to raise concerns about patient safety, product quality and access to healthcare. These channels are designed to ensure that safety-related issues, adverse events and product quality complaints are systematically recorded, assessed and addressed in compliance with regulatory obligations. While our Ethics helpline policy specifies that individuals are protected from retaliation when using the help- line, Grünenthal has no dedicated policy for the reporting channel regarding possible negative impacts of Grünenthal products. This process is heavily regulated, protecting individuals from retaliation. Moreover, they can also make their reports under the protection of confidentiality. Patients and healthcare professionals can report suspected adverse drug reactions or safety concerns through Grünenthal’s corporate web- site, under the protection of confidentiality and against any reprisals. The company’s pharma- covigilance system ensures that all reported cases are entered into a safety database for evaluation, with necessary updates to product information implemented following approval by national authorities. Grünenthal also provides a Medical Information Service, allowing health- care professionals – as one of Grünenthal’s key stakeholder groups to seek guidance on safe- ty-related enquiries. This service as well as the sales force offer them additional support, helping to clarify questions and build trust in the system. Product quality complaints can be submitted through the designated reporting channels provided on Grünenthal’s local websites and product leaflets. Reports are systematically tracked and investigated, ensuring that identified Patient in consultation with doctor 77

5. 6. Overseeing all processes to ensure com- pliance with national laws and the effective operation of safety systems, thereby deliver- ing expected results. This includes tracking of metrics and dissemination of training. Creating and managing a comprehensive pharmacovigilance system master file, which includes detailed documentation of the pharmacovigilance system, including annexes that outline Marketing Authorisation Holder status and ongoing activities. All actions apply in all countries where Grünenthal’s products are authorised. As part of Grünenthal’s compliance with applicable EU regulations, the company regularly prepares Risk Management Plans (RMPs) to document the safety profile of its medicinal products, including important risks and required pharmacovigilance activities to mitigate or remediate material neg- ative impacts on patients. Where necessary, Grünenthal implements additional risk minimi- sation measures, such as educational materials developed in close alignment with Competent Authorities and targeted at healthcare profes- sionals or patients. Proposed measures, including packaging or formulation adaptations, are reviewed and approved by Competent Authorities. Coordina- tion with other marketing authorisation holders may be required for aligned implementation. Grünenthal’s pharmacovigilance system is regularly inspected by Competent Authorities worldwide. Observations are addressed through corrective and preventive action (CAPA) plans, whose implementation is subject to authority verification. Leveraging business relationships The Grünenthal Group has dedicated pharma- covigilance agreements with partner compa- nies to effectively manage material impacts on consumers and end-users. These agreements clearly define the respective responsibilities, tasks, and decision-making rights of all parties involved. They also establish frameworks for the seamless exchange of safety-related information, supporting timely and coordinated responses to emerging safety concerns. Timeline­and­financial­resources The Pharmacovigilance Department’s key actions are ongoing and will continue as long as Grünenthal holds its Marketing Authorisation. Grünenthal tracks the progress of key actions disclosed in previous years through metrics (see ‘S4.MDR-M’). Financial resources for these activities were allocated in the 2024 Pharmacovigilance Budget, ensuring that the necessary capabilities and infrastructure were in place to effectively safeguard patient safety. Exact CapEx and OpEx figures are not part of this year’s report due to limited data availability. To maintain a high standard of regulatory com- pliance and operational efficiency, Grünenthal invests in regular external training. This ensures that Grünenthal Drug Safety personnel remain up­to­date with their qualifications. Additionally, Grünenthal upgrades software and tools and develops proprietary IT innovations to perform key actions more efficiently. S4.MDR-M/S4.MDR-T/S4-5 Patient safety metrics and targets Metrics for patient safety The Grünenthal Group uses multiple metrics to monitor and evaluate the performance and effectiveness of its pharmacovigilance sys- tem to best manage patient safety. These are 1) compliance with individual case safety reports submitted to health authorities within due time and 2) the number of general pharmacovig- ilance training assignments for all Grünenthal employees. Percentage of individual case safety reports performed for health authorities within due time • Timely and accurate reporting of individual case safety reports (ICSRs) to health authorities is a critical element of our approach to manage patient safety and regulatory compliance. The percentage S4 – Patient Managing consumers and end-users of ICSRs submitted within the required timeframes serves as a key indicator of the effectiveness of our pharmacovigilance system. This metric enables us to proactively mitigate potential adverse impacts on patient wellbeing, product safety, and busi- ness continuity. Grünenthal receives safety information through multiple channels, including online forms and a widely pub- licised email address, both accessible to external stakeholders, including healthcare professionals and patients. All reports are reviewed by the Case Processing team and processed in the Argus database, which is configured to meet country­specific regu- latory timelines and automatically generates reports for health authorities. The Apex tool then evaluates timeliness and compliance, enabling the Pharmacovigilance team to monitor performance via the defined metric. Number of pharmacovigilance training assignments • Ensuring that employees are adequately trained in pharmacovigilance requirements is essential for managing potential risks related to patient safety, regulatory compliance, and product stewardship. The number of pharmacovigilance training assignments completed represents a key indicator of our efforts to embed safety awareness and operational responsibility across our workforce. This metric supports the effective management of potential adverse impacts, enhances risk mitigation capabilities, and reinforces our commitment to responsible business practices. All new colleagues are automatically assigned the relevant training based on their internal job codes within the digital MasterControl training platform. Completion of each training module must be confirmed through a formal sign­off by the employee. The system automatically tracks the assignment status and monitors completion rates. 79

S4 – Patient Personal safety of consumers and/or end-users Manufacturing site Chile » Grünenthal Insight Putting information in the palm of every patient’s hand To improve patient safety and information access, Grünenthal Chile introduced QR codes on contraceptive pill blister packs. This inno- vation allows users to instantly retrieve up-to-date instructions and supplementary information digitally, reducing the risk of misuse. Implemented in collaboration with the Institute of Public Health, this first­of­its­kind initiative required regulatory updates. By eliminating the need for extra packaging, it also supports more sustainable practices. The success builds on earlier experience in the public system and led to Grünenthal Chile being shortlisted for the 2025 Pharmapack Awards in the ‘Patient­Centred Design’ category. » The overarching ambitions are currently oper- ationalised with the following targets: « » Further targets and progress 2024 Target 1 Progress 2024 Achieve 97% ‘on­time’ submissions to authorities worldwide for Individual Case Safety Reports (ICSR) Maintain or exceed the current level of recognised compliance with global pharmacovigilance standards See table above. Safety reports received after the due date from some licence partners to Grünenthal, causing late reporting to the authorities. Maintained current level of recognised compliance with global pharmacovigilance standards (positive outcome of inspections, such as in UK, Peru and Saudi Arabia) Status Behind plan On track Maintain or exceed the current level of recognised compliance with the guidelines for Good Clinical Practice of the International Council for Har- monisation of Technical Requirements for Registration of Pharmaceuticals for Human Use (ICH-GCP) standards and other applicable guidelines 2 Maintained compliance with the ICH-GCP standards and other applicable guidelines On track Targets maintained from previous Responsibility Report; will be reviewed in 2025. 1 2 Rephrased from 2024 to be more accurate. Previously: 100% compliance with the ICH-GCP standards and other applicable ethical standards. « » The scope of these targets extends to all Grünenthal products, and they apply continu- ously as long as Grünenthal remains the Market- ing Authorisation Holder for its products. They are further detailed in key pharmacovigilance processes and metrics related to material sus- tainability matters. The targets are based on national and regional regulatory frameworks, such as Directive 2001/83/EC, the Federal Food, Drug, and Cos- metic Act (Chapter 21) of the US Food & Drug 81

S4.MDR-A/S4-4 Product quality actions » Grünenthal Insight S4 – Patient Personal safety of consumers and/or end-users Advancements in capsule manufacturing Grünenthal’s recent investment in its Chilean plant enhances patient safety and treatment reliability through 100% weight­controlled capsule filling and individual capsule identifica- tion. This ensures precise dosing and consistent quality. Advanced technology allows for the combination of up to three substances in a single capsule, supporting complex therapies. By accommodating a wide range of capsule formats, the facility ensures high flexibility in production – ultimately delivering safer, more effective treatments to patients worldwide. We all together continue demonstrating that everything we do, every day, is about delivering our very best for our patients. Joachim Bauer Head Global Quality Assurance during Grünenthal’s fourth Global Quality Day Key actions under the Quality Management System The law requires corrective and/or preventive action to address actual or potential negative impacts on consumers and end-users due to product quality. Grünenthal uses quality risk management and root cause analyses to deter- mine the appropriate actions to minimise any negative impact of its products, and ensure that products have the intended effect on patients in a risk-based approach on a case-by-case basis. The company has implemented the following key actions under its Quality Management System to prevent negative patient outcomes: • Alignment of all GxP processes and systems with all applicable legal and regulatory frameworks. • Consistent application of a structured quality risk management approach to address potential quality concerns effectively. • Review, investigation and follow up with feedback on 100% of Quality Events, Deviations, and Product Quality Complaints (including those received from patients and healthcare professionals). • Assurance that highly qualified Quality Staff operate within a robust Quality Management framework, assuring Right First-Time operations, continuous improve- ment of product efficacy and patient safety, and continuous improvement of internal processes and systems. • Maintenance of a Regulatory Intelligence Process to proactively adapt to worldwide pharmaceutical regulations. • Implementation and continuous monitoring of Product Quality metrics and targets. 83

The Deviation investigation on-time metric tracks the timeliness of quality deviation investigations. It calculates the percentage of deviation investigations closed within the organisation’s defined timeframe of 20 working days. The metric assumes that timely closure of investiga- tions correlates with effective deviation management. It is intended to provide insight into the operational efficiency of quality assurance processes and their role in safeguarding product quality, regulatory compliance and continuous improvement. Factors limiting this metric include delays in reporting or documentation, variations in the complexity of individual investigations, and the potential risk of prioritising speed over the thorough ness of root cause analysis and corrective actions. Product quality complaint investiga- tion on-time monitors the percentage of product- related complaint investigations concluded within the organisation’s estab- lished timeframe of 20 working days, in line with internal quality system standards. The underlying assumption is that timely resolution of complaints indicates effective complaints management, which is critical for maintaining compliance, ensuring product quality and preventing recurrence of qual- ity issues. Performance against this metric may be impacted by delayed reporting, incomplete documentation, variation in the complexity of complaints or prioritisation of timeliness over effectiveness. The CAPA closure on-time metric reflects the percentage of Corrective and Preventive Actions (CAPA) closed by their predefined due dates. It is calculated as the percentage of CAPAs closed on time divided by the total due within the reporting period. This metric is based on the assumption that deadlines are appropriately set based on risks and closure criteria are consistently applied. All CAPAs undergo effectiveness verification as part of the CAPA Closure process. Limita- tions include variations in CAPA complexity and potential prioritisation of timeliness over the depth of issue resolution. Product quality complaints rate Deviation investigation on-time Product quality complaint investigation on-time CAPA closure on-time 2024 5 ppm 1 90% 95% 95% 2023 3 ppm 80% 85% 87% 1 The increase in complaints from 3 parts per million (ppm) remains well below Grünenthal’s internal target of 10 ppm, which reflects a conservative benchmark. S4 – Patient Personal safety of consumers and/or end-users Product­quality­targets Currently, Grünenthal does not have a reporta- ble measurable, outcome-oriented target set for its product quality. In 2025, Grünenthal aims to set a measurable, outcome-oriented target for product quality that aligns with the objectives of the GxP Quality Policy. For information related to tracking the effectiveness of policies and actions, see information on metrics. Safe pain management through responsible use of opioids Grünenthal is committed to ensuring the safe and appropriate use of its medicines, particularly opioid-based treatments for pain management. Recognising both the essential role of opioids in addressing severe pain and the risks associated with their misuse, the company has implemented the Opioid Responsibility Framework. This framework ensures a shared understanding within Grünenthal and provides clear guidance to external stakeholders on the ethical and scientific principles underpinning opioid use. S4.MDR-P/S4-1 Responsible use of opioids policies Key­contents­of­the­framework Grünenthal’s Opioid Responsibility Frame- work regulates our internal processes while also involving our business partners effectively. At the core of this framework is the Opioid Charter (The Grünenthal Charter on the Responsible Medical Use of Opioid Analgesics in Pain Patients), which defines Grünenthal’s commitment to developing, commercialising and distributing opioid analgesics in line with the highest ethical and industry standards. The company actively works to minimise the risks of non-medical use while maintaining patient access to effective pain management. 85

responsible use of opioids. The ROUB com- prises relevant functions such as the General Counsel, the Chief Medical Officer, the Global Compliance & Responsibility Officer and a Senior Legal Counsel. The global ROUB is an escalation and challenging body for fundamental decision- making on all topics regarding the commercial- isation of opioids. At the same time, it monitors and controls adherence to the Opioid Responsi- bility Framework via the local opioid boards. All regions, in which Grünenthal commercialises opioids, have local Grünenthal Responsible Opioid Usage Boards. These boards produce biannual reports detailing adherence to train- ing requirements and conversion rates for the mandatory use of the Opioid Statement in all interactions of sales teams and other Grünenthal employees with healthcare professionals. The regions are also required to conduct spot- checks on opioid-related materials and provide feedback on their findings. Furthermore, they share minutes from their opioid board meetings, which occur at least twice a year. Each region operates under its own Standard Operating Procedure for opioid board governance. If any Grünenthal entity identifies insufficiently trained healthcare professionals on the respon- sible use of opioids or other findings regarding key actions on the responsible use of opioids, an action plan is required to address the gap and mitigate potential negative impacts. Grünenthal established a dedicated governance framework for the responsible use of opioids in 2020. This framework is continuously reviewed and refined by local and global Responsible Opioid Usage Boards (ROUB) to ensure it remains effective and responsive to emerging risks. Any potential or actual negative impact identified through routine monitoring or spot-checks trig- gers a defined response. Local ROUBs implement immediate action plans for less severe findings, such as rescheduling missed training. More serious cases are escalated through the Ethics ‘G1’, Helpline process, as outlined in Chapter ensuring thorough investigation and remediation. Where material patient impacts are reported, Grünenthal’s drug safety department leads the response. If root cause analysis identifies issues related to commercial practices, the global ROUB assesses and recommends necessary changes. This may include adjustments to product design, marketing or sales processes. The company ensures that remedy processes are accessible and effective through a struc- tured governance system, supported by clear escalation routes and continuous oversight. Where appropriate, Grünenthal also engages in cross-industry collaboration to support respon- sible opioid use more broadly. Scope of key actions The scope of actions includes Grünenthal’s own operations related to opioids and its partners downstream. Employees in sales within the commercial organ- isation undergo annual training on the Opioid Statement and medical training on the respon- sible use of opioids. These personnel are required to inform all relevant (healthcare professionals with whom we communicate about our opioids) healthcare professionals about the Opioid State- ment on a regular basis, at least annually, with their activities recorded in the Customer Rela- tionship Management (CRM) system. The Opioid Communication Guidance specifies when and how the Opioid Statement is to be integrated into internal and external materials. Depending on risk-based tiering criteria, promo- tional opioid-related content from Commercial Partners is subject to governance-led medical reviews before review and dissemination. Framework­for­business­partners­ commercialising opioids We have designed a dedicated framework for our business partners that commercialise opi- oids on our behalf. Depending on the level of risk exposure (the business partner’s scope of activities such as healthcare interactions and use of promotional materials), a set of compliance clauses has been drafted ensuring a tailored risk mitigation strategy. S4 – Patient Personal safety of consumers and/or end-users Leveraging business relationships and engagement in industry initiatives Grünenthal leverages its relationships with busi- ness partners to foster advocacy for safe pain management through the responsible use of opi- oids. To this end, the Opioid Responsibility Frame- work promotes responsible communication and marketing practices throughout the value chain. Grünenthal actively participates in external activ- ities, such as field visits and conferences related to pain management, for example the Interna- tional Association for the Study of Pain (IASP) World Congress on Pain, the European Pain Federation (EFIC) Congress and PAINWeek. The Opioid Statement is consistently communicated in all our interactions at such conferences and in field visits to raise awareness and address the safe treatment of pain through the responsible use of opioids. Timeline­and­financial­resources­ These actions are carried out without interruption to maintain compliance and safeguard patient safety. Through these structured and continuous efforts, Grünenthal ensures the effectiveness of its Opioid Responsibility Framework in promoting patient safety and mitigating risks associated with opioid products. Due to limited data availability, no concrete CapEx and OpEx for action plans are being reported this year. Effectiveness­tracking­and­assessment Grünenthal evaluates its actions using context- specific standards and metrics. Grünenthal regularly conducts reviews of literature and guidance on opioid use and pain management to ensure the relevance and accuracy of the Opioid Statement. For instance, in March 2024, it was determined that the Opioid Statement required an update based on the latest available litera- ture and guidance, and the respective changes were made. 87

» Grünenthal Insight Patient sharing his experiences during Global Quality Day in affiliate in Santiago, Chile S4 – Patient Personal safety of consumers and/or end-users Patient sessions at Grünenthal’s Global Quality Day In 2024, Grünenthal’s fourth Global Quality Day engaged approximately 1,500 colleagues worldwide in raising awareness of how their work impacts patients’ lives. Interactive events at all five manufacturing sites featured chronic pain patients and representatives from patient organisations, who shared personal experiences with conditions such as diabetic nerve pain, osteoarthritis, and complex regional pain syndrome. A global online session connected employees across regions, with active participation from the Corporate Executive Board. CEO Gabriel Baertschi reaffirmed Grünenthal’s patient-centric approach, highlighting the role of quality in improving patient outcomes. Gudula Petersen, Global Patient Engagement Lead, with a patient representative from a regional diabetes patient organisation during Grünenthal’s fourth Global Quality Day 89

S4 – Patient Personal safety of consumers and/or end-users » Grünenthal Insight Improve the accessibility and user experience of medical educational materials relating to the responsible use of pain medication Grünenthal promotes the responsible use of pain medication to improve patient outcomes and reduce risks of misuse. Through the CHANGE PAIN initiative, active since 2009 and endorsed by the European Pain Federation (EFIC) and Pain Alliance Europe (PAE), the company delivers tailored education to healthcare professionals and patients across Europe. In 2024, over 32,000 professionals partici- pated in training events, while more than one million users accessed digital resources. By providing accessible, locally adapted tools and platforms, Grünenthal supports informed treatment decisions, builds trust, and empowers patients to manage pain safely and effectively. Increase awareness of responsible pain medication use, supported by Continuing Medical Education initiatives with external partners To contribute to our ambition of increasing awareness of the respon- sible use of pain medicines and offering Continuing Medical Education (CME) in collaboration with external partners, we have provided an educational grant to Medscape. This grant was for the independent development and delivery of a CME-accredited educational pro- gramme related to the responsible use of pain medicines. This was launched in 2024 with the title Primary Care Best Practices in Manag- ing Neuropathic Pain and more than 12,000 physicians engaged with the programme since its launch in February 2024. Notably, 85% of participants indicated they intend to modify treatment plans or change screening/prevention practices based on the training. Further targets and progress 2024 Target Progress 2024 Continuously improve the accessi- bility and user experience of medical educational materials about the responsible use of pain medication People impacted by our non­branded educational activities in pain management, including the number of: • Educational (virtual and face-to-face) events: 32,531 • Website visitors in the year: 1,013,086 Status Completed Increase awareness of responsible pain medication use, supported by Continuing Medical Education initiatives with external partners Provided an educational grant to Medscape for the independent development and delivery of a CME-accredited programme on Primary Care Best Practices in Managing Neuropathic Pain. Completed 91

S4 – Patient Access to healthcare Access to healthcare S4.MDR-P/S4-1 Access to healthcare policy Access to healthcare has been newly identified as a material topic for Grünenthal, highlighting its importance in reducing healthcare disparities and improving patients’ quality of life specifically in low- and middle-income countries. To address this, we are developing a new Access to Health- care strategy including a global policy, scheduled for formal launch by the end of 2025. The policy’s implementation will be overseen by our Respon- sibility Team, which ensures the integration of ethical, regulatory and social standards across Grünenthal’s operations, driving meaningful and sustainable outcomes. Grünenthal had no dedicated access to healthcare policy during the reporting period. S4.MDR-A/S4-4 Access to healthcare actions As part of our operational targets for access to healthcare in 2025, the key actions in this field are currently under development as there are no active ESRS-aligned actions for this topic yet. While Grünenthal has a track record of providing drug donations to patients in need, for example in Venezuela and Ukraine, we are committed to adopting a new strategy and strong governance to maximise the impact in this field. Due to limited data availability, no concrete CapEx and OpEx for action plans are being reported this year. S4.MDR-M/S4.MDR-T/S4-5 Access to healthcare metrics and targets In 2025, Grünenthal aims to set a measurable, outcome-oriented target for facilitating access to healthcare. As part of our operational targets for access to healthcare in 2025, we are focused on developing metrics, interim targets and objec- tives as well as a robust governance. » Grünenthal Insight Awareness & accessibility (A&A) Further targets and progress 2024 Target Progress 2024 Increase the focus, reach and impact of our global and local activities for awareness and accessibility via external communication We executed a communications plan to raise awareness and improve accessibility, providing status updates to key internal stakeholders, including the Commercial Leadership Team. By having a clear strategy for governance, transpar- ency and accountability, we ensure that our awareness and accessibility initiatives have a lasting impact on patients’ lives We re-evaluated our A&A governance with approval from the Corporate Responsibility Board and updated our A&A strategy to focus on access to healthcare as a key material topic. A new Access to Healthcare strategy, including a global policy, is set for formal launch by the end of 2025. Status Completed Completed Use our global network to collaborate with external partners to identify best leverage opportunities for our unique expertise to have a lasting impact on improving pain management In 2024, we successfully completed our drug donation programme in Venezuela, providing medications to medical centres supporting pain treatments for palliative care and cancer patients. Completed Patient engagement metrics Absolute number 2024 Absolute number 2023 Patient programmes 1 Collaborations with patient organisations 2 19 58 3 13 72 1 2 3 Our patient programmes help patients either directly or via healthcare professionals by increasing disease awareness and enable them to access the most appropriate treatment possible and attain optimal treatment outcomes. The collaborations can be either led by patient organisations and sponsored by Grünenthal or co-created with them with the goal to raise disease awareness or to provide education and support to patients to better manage their condition (for example patient surveys, disease awareness campaigns, tools and materials for patients). Since we scaled back activities for one of our development assets in the second half of the year, the number of collaborations with patient organisations is slightly lower than in 2023. 93

S4 – Patient Access to healthcare professionals on prevention, detection, and management. Campaign emails were opened 55,300 times, and the webinar Navigating the Diagnosis and Management of Diabetic Nerve Pain was viewed over 11,000 times. By promoting open dialogue and sharing practical tools, the campaign enhanced public understanding and supported improved care for those living with diabetic nerve pain. Our Grünenthal Foundations Grünenthal supports several foundations that share a common mission: to improve access to healthcare and enhance people’s quality of life through medical, social, and scientific initiatives. The Grünenthal Foundation for the support of Thalidomide­affected people enables fast and practical support for individuals affected by Thalidomide. It funds projects that help tangibly improve people’s daily lives – for example, by financing the customised adaptation of cars, kitchens, or bathrooms to promote greater independence. In doing so, the Foundation helps close the gap between public pensions and the practical needs of those affected. The Grünenthal Foundation for Palliative Care, established in 1998, promotes research and care for people living with severe or terminal illnesses, especially in Europe and Latin America. In 2003, it enabled the creation of Germany’s first Chair of Palliative Medicine at the Uni- versity Hospital Aachen, which continues to receive annual funding. The Fundación Grünenthal in Ecuador aims to improve the quality of life for children, older adults, and low-income communities in the outskirts of Quito and rural regions by supporting medical and social projects. The Grünenthal Foundation Spain, founded in 2000, promotes societal knowledge, patient training, and public health strategies. In 2024, it released reports on migraine and lower back pain and co-published a patient guide with the Josep Carreras Foundation. The Grünenthal Foundation Portugal, founded in 2001, supports scientific research in pain management. 95 Italian team using AI to visualise pain relief During Pain Awareness Month in September 2024, Grünenthal Italia launched an AI-driven initiative through the Dimensione Sollievo com- munity to visualise patient perspectives on pain relief. Patients were asked to describe what relief looks like and how life might change in a world free of chronic pain. Their responses were transformed into ten AI­generated images using DALL·E 3, blending dreamlike and everyday scenes. The project reached over 24,000 social media followers, fostering dialogue and raising awareness about chronic pain. It highlighted the evolving role of AI in healthcare storytelling and promoted a positive outlook on pain management. The #KNOWvember campaign in the US raises awareness about diabetic nerve pain In November 2024, Grünenthal’s US subsidiary, Averitas, supported the US Pain Foundation’s KNOWvember campaign to raise awareness of Diabetic Peripheral Neuropathy (DPN). The initiative used social media, videos, webinars, and live events to educate patients and healthcare

» Grünenthal Insight Clinical trials transparency Grünenthal is committed to responsible clinical trial data sharing to support patient safety, public health, and legitimate scientific research. In line with this, we endorse the transpar- ency principles set out in 2014 by the European Federation of Pharmaceutical Industries and Associations (EFPIA) and the Pharmaceutical Research and Manufacturers of America (PhRMA). Relevant clinical trial information is made publicly available on our corporate website to ensure accessibility and accountability. Stakeholder considerations and accessibility Patients remain the primary stakeholders under our R&D framework. To assess efficacy and safety of new drugs, patients are actively recruited into trials throughout the entire clinical development process. Continuous training and education of personnel involved in the performance of clinical studies are essential for maintaining compliance with GMP, GLP and GCP. Patients participating in trials are informed about the nature of the regulations and standards and provide informed consent before enrolment. • Integration of targeted in­house artificial intelligence (AI) methods to design potent and novel molecules, for example to prevent the opening of ion channels that produce a pain signal in pain neurones (ion channel inhibitors). • Development of Machine Learning models predicting unwanted activity of ion chan- nels contributing to the electrical activity of the heart (hERG activity), to support all research programmes in selecting safer molecules for synthesis with lower cardiovascular risks. S4.MDR-A/S4-4 Research and development actions 2. Key­actions­in­the­field­of­research­ and development The key actions in the field of research and devel- opment are part of three subprojects: 1. The De Novo Molecule Generation sub-project focuses on the research and development of Machine Learning tools to design new molecules with the potential to relieve pain. Key actions include: The Deep Pain Patients Phenotyping sub-project is dedicated to advancing Machine Learning tools to evaluate big volumes of data in novel ways to identify out- comes for pain patients (deep phenotyping). Key actions include: • Implement deep learning AI model using neural networks to predict data evolution over time (neural ordinary differential equations (ODE)), enhancing accuracy in complex predictions and confirmation of reproducibility of published results from clinical studies in pain patients. • Evaluate and optimise the above neural ODE methodology using data from a completed phase I study. S4 – Patient Research and development • Apply neural ODEs to gain additional insights into safety and scientific aspects in a phase I study. • Use neural ODEs to support study design and dose assessment for a phase II study in a rare indication. 3. The Digital Biomarker sub-project explores the potential of measurable charac- teristics, such as sleep patterns, that indicate biological processes, disease progression, or treatment response, collected via digital devices (digital biomarkers), to supplement patient-reported outcomes. Key actions include: • Assess whether algorithms from an exter- nal project on digital mobility outcomes monitoring the daily gait of people with mobility problems require adaptation for application in pain studies conducted by Grünenthal. • Analyse mobility and sleep data collected via medical grade wearable devices in an internal clinical study, for example the use of a topical patch for the treatment of neuropathic pain. • Assess mobility and patients’ compliance data from an external project using biom- etric and biological data for the diagnosis and treatment of pain patients. Once proposed improvements derived from these sub-projects receive endorsement, we integrate them into the strategy for future pro- grammes by updating Clinical Development Plans and study protocols. The key actions undertaken by the R&D organi- sation focus on developing innovative methods, generating data-driven outcomes and imple- menting advanced tools. The main scope of developing innovative methods is to accelerate and improve ongoing research projects focusing on several targets involved in pain pathways. The research projects 97

S4 – Patient Research and development » Grünenthal Insight Metrics for research and development Progress on the key actions is tracked using one Grünenthal­specific metric per sub­project: • De Novo Molecule Generation sub- project: Cycle time for new candidate discovery through Machine Learning (ML). • Deep Pain Patients Phenotyping sub-project: Clinical trials using ML­based patient phenotyping. • Digital Biomarker sub-project: Studies using objective measurement of mobility and sleep, directly measuring improvements of patients’ sleep and mobility through a digital wearable. For the three metrics, the project teams defined metrics and outcomes during the prepara- tion phase, establishing a baseline. In cases where further validation or strategic alignment is necessary, decisions regarding metrics are escalated to the relevant senior manager or board for approval. This escalation is required in cases where the preplanned metrics and goals set up during the preparation phase did not materialise or lead to a different outcome than anticipated. R&D colleagues at Aachen headquarters For the second target ‘Improve clinical trial design through Machine­Learning­based patient phenotyping’, we leverage different approaches in Machine Learning and analytics to evaluate completed study data to derive novel insights such as patient phenotypes or previously unrecognised disease progression patterns. We expect that such additional insight can enhance the design of future clinical trials, making them more targeted and ultimately benefiting patients in need. For the third target ‘Improve understanding of treatment effects in clinical studies and post­ approval through objective measurement of mobility and sleep’, the team aims to assess patients’ mobility and sleep data collected by digital devices or wearables during clinical studies. Currently, drug efficacy in pain­related clinical trials is primarily assessed by using patient reported outcomes, which are subjective and supervised parameters. In contrast, patients’ data collected via digital wearables such as mobility, activity and sleep provide objective, unsupervised and real-time parameters. The overarching objective of this target is to assess whether the data measured by digital wearables will provide additional evidence of drug effec- tiveness in patients in future pain clinical studies at Grünenthal. Although patients were not directly involved in the target setting process, relevant insights into their perspectives and needs were integrated through alternative methods. This included find- ings from stakeholder dialogues, exchanges with healthcare professionals, and analyses of existing data sources. Among these were interviews with pain specialists and key opinion leaders, analysis of internal and external patient databases, results from previous clinical studies and recommenda- tions from the literature. « 99

GOVERNANCE • Business conduct (ESRS G1) – Managing business conduct – Ethical business culture, corruption and bribery – Responsible use of AI 101

business decisions, ensuring all actions are based on legitimate business interests, fair market value and proper documentation. Approval flows and value thresholds are locally defined in collabora- tion with compliance teams, to safeguard against improperly influencing the business decision of a third party. The Grünenthal Healthcare Interactions Policy and the Patient Interactions Policy provide guidance for compliant interaction with patients and healthcare professionals. With the Anti- Corruption Policy, the Healthcare Interactions Policy and the Patient Interactions Policy, Grünenthal therefore provides clear guidance, including practical examples, to ensure compli- ance and prevent improper influence, especially in interactions with healthcare organisations and healthcare professionals. Key safeguards include rules on gifts, hospitality, sponsorships and donations, complemented by local implementation measures, standard con- tract templates and a fair market value tool to prevent overcompensation. Comprehensive training, such as Healthcare Interactions Train- ing (HCI Training), along with third-party due diligence, ensure consistent application across all activities. Ethics Helpline Policy In accordance with EU and national legislation, Grünenthal provides a confidential platform avail- able for anyone within or outside of Grünenthal to report concerns or breaches of compliance and related topics such as human rights viola- tions or working conditions in the supply chain. The policy protects good-faith reporters and ensures that concerns are addressed promptly and thoroughly by our compliance organisation, or even the Supervisory Board. Policy implementation and stakeholder engagement Key policy documents, including the Responsible Sourcing Standards for Business Partners, are publicly available on Grünenthal’s corporate G1 – Business conduct Managing business conduct Hannah Engels, Head Global Compliance & Responsibility (middle), with Tobias Schäfers, Head of Responsibility and Pia Weckendorf, Head Internal Audit website, while others are made available to the relevant stakeholders only, such as the Global Procurement Policy or the Code of Conduct for Business Partners. The latter for example is disseminated to suppliers during the onboarding process before a business relationship is entered into and periodically thereafter ensuring clarity on expectations and responsibilities from the outset of the business relationship. Depending on the associated risk, suppliers are required to sign the document. Relevant proxies for affected stakeholders were included in the policy process to consider their interests, however no direct involvement of stakeholders took place. Accountability The Corporate Executive Board is the most senior level responsible for policy implementation. Leadership teams approve training matrices to ensure employees receive targeted training on relevant policies. 103

To comply with the legal requirements as described above (e.g., GSCA) and industry stand- ards, Grünenthal has implemented a Third-Party Due Diligence (TPDD) process and ESG Risk Assessment and Monitoring. Third-party due diligence process This risk-based TPDD system is tailored to address the varying levels of supplier risks depending on the type of product or service, geographical location, and spend. The TPDD framework includes: • Due diligence questionnaire: Potential business partners that meet certain require- ments, e.g. turnover thresholds, complete a detailed questionnaire during onboarding, collecting governance, contact, and operational data for risk evaluation. This data is enriched with automated findings from independent sources, e.g. sanction lists, subject to human review. • Risk categorisation: Suppliers are catego- rised as high, medium, or low risk. High-risk suppliers undergo more stringent due diligence measures, including higher levels of internal approval. • Compliance training: Training sessions and presentations ensure that employees and stakeholders are well-versed in the TPDD process and its compliance requirements. • Continuous monitoring and updates: Grünenthal reviews and updates the TPDD process regularly to ensure alignment with evolving regulatory requirements and emerging risks. This structured approach enables Grünenthal to maintain robust compliance with standards such as the German Supply Chain Act (GSCA) while addressing ethical and reputational risks proactively. ESG risk assessment and monitoring As part of Grünenthal’s comprehensive Third- Party Due Diligence process, an ESG risk man- agement system was implemented at the end of 2023 to ensure that relevant risks, including those related to human rights and the environment, can be mitigated. Grünenthal follows a two-step risk assessment process. In the first step, suppliers are assessed based on abstract risks such as the type of business activity and country of location. Based on this assessment, a risk profile is cre- ated, and prioritisation is carried out, identifying higher-risk suppliers, known as ESG-sensitive suppliers. In the second step, specific human rights and environmental risks related to these ESG-sensitive suppliers are assessed through an in-depth ESG assessment. This process gathers additional information through questionnaires and requests for certificates to ensure further transparency in the supply chain. Here, medium- and high-risk suppliers are subject to closer oversight. Following the defined governance, an internal review process to define the action plan ensures transparency and accountability. The procurement organisation is responsible for starting the supplier dialogue for the imple- mentation of the preventive/remedial actions and close monitoring is part of Procurement’s internal metrics. Training and capacity building The ESG risk management system has been rolled out to the Procurement and External Supply Organisation (ESO), with corresponding training material and communication templates provided to ensure effective implementation. The programme includes training on the ESG risk assessment process, roles and respon- sibilities, and reporting. Awareness sessions on Grünenthal’s risk prioritisation and internal exchanges with relevant stakeholders, as well as regular updates on metric performance and progress, have been key for fully understanding the ESG risk management. Industry collaboration Grünenthal actively collaborates with other companies through the Pharmaceutical Supply Chain Initiative (PSCI). This partnership promotes shared standards and practices for responsible supply chain management, leveraging collective expertise to address complex ESG challenges, such as initiatives for decarbonisation in the sup- ply chain or API wastewater testing capabilities. G1 – Business conduct Managing business conduct Governance and reporting Grünenthal has a robust governance structure in place to oversee ESG risk management and promote ESG practices in the supply chain and compliance with the German Supply Chain Act. The German Supply Chain Act Working Group includes a representative each of Human Resources, Environment, Health and Safety, Compliance, Procurement and Responsible Sourcing, and is responsible to approve the risk prioritisation, suppliers’ ESG risk status and related measures. A supply chain sustainability management and collaboration platform supports the in-depth ESG assessment, adverse media monitoring, and progress on preventive and remedial meas- ures communicated to the suppliers identified with higher risk. As an integral part of the ESG Risk Assessment and Monitoring, the ESG risk management in the supply chain is monitored through regular report- ing and defined metrics: • Percentage of suppliers assessed for ESG risks. • Response rate: Percentage of suppliers answering the ESG in-depth assessment. • Number of medium- and high-risk suppliers under close monitoring. Regular reporting on these metrics ensures ongoing evaluation and shows the progress as well as points for improvement, and therefore improves Grünenthal’s practices regarding ESG risk monitoring. In 2024, Grünenthal conducted its supplier risk assessment on around 50% of the ESG sensi- tive suppliers, and the remaining 50% is to be assessed in 2025. The company identified about 23% of those suppliers assessed with a medium risk. For these suppliers, Grünenthal has started a supplier dialogue to identify the potential gaps 105

G1 – Business conduct Ethical business culture, corruption and bribery G1.MDR-M/G1.MDR-T/G1-4 Ethical business culture, corruption and bribery, metrics and targets Ethical business culture, corruption and bribery­metrics To track the effectiveness of its governance measures, Grünenthal tracks and reports the number of confirmed cases of corruption within the organisation during the reporting period as a key indicator of policy effectiveness and adher- ence to legal, ethical and responsible standards. Corruption cases are captured in the Ethics Help- line tool. Three site assessments were conducted regarding corruption under the annual internal audit plan, identifying no significant corruption risks. Grünenthal found no confirmed cases of corruption in 2024, including among actors across its (local) value chains. With regard to anti-corruption training, the following metrics are being tracked through the training tool MasterControl: Third Party Due Diligence metrics Anti-corruption training metrics Number of employees in the relevant target group 1 that received anti-corruption training via our comprehensive Code of Conduct, Conflict of Interest and Corporate Responsibility (‘CCC’) e-learning in the year. 2 2024 2023 Corporate Responsibility Conflict of Interest Code of Conduct 520 524 519 655 657 672 Number and percentage of employees in the relevant target group 3 that received anti- corruption training via our tailored face­to­face (including virtual) training on Healthcare Interactions (HCI) in the year 2 96% (1,339 of 1,392) 97% (1,249 of 1,294) 1 All new non-production employees and new members of the Corporate Executive Board 2 3 All employees who interact with healthcare professionals, healthcare organisations and/or patients Includes numbers for Grünenthal Meds, excluding Valinor With regard to TPDD, the following metrics are being tracked through SAP, CRM and ORO: 2024 2023 Number of active business partners in the reporting year which have undergone a third- party due diligence assessment and break- down by risk level 1 Total assessments: 3,941 With the following breakdown: Low risk: 3,249 (82.4%) Medium risk: 675 (17.1%) High risk: 17 (0.4%) Total assessments: 5,405 With the following breakdown: Low risk: 4,207 (78.8%) Medium risk: 1,165 (21.6%) High risk: 33 (0.6%) Number of business partners considered a ̒no­go’ 2 in the reporting year as a result of a third-party due diligence process 1 2 1 Referring not to the suppliers’ ESG risk sensitivity as mentioned above but instead to their overall business risk. 2 Business partners with whom Grünenthal decides not to start a business relationship or stop an existing one due to compliance, ethical or reputational concerns. The number of active business partners refers to business partners with whom there were financial transactions (payments) in 2024 and 2023 and which underwent a TPDD assessment. The cor- responding metric helps to understand if the risk criteria and process is well calibrated. The second metric on ‘no­gos’ helps to under- stand if the process works effectively and prevents Grünenthal from starting business relationships that can negatively impact our reputation. The TPDD metrics are assessing compliance, ethical and reputational risks arising from busi- ness relationships across our organisation. The ESG risk assessment and monitoring assesses risks specifically related to human rights and the environment in our supplier relationships. 107

ensure alignment with best practices. Outcomes and trends are then reported to the Corporate Executive Board and Supervisory Board. Reported incidents will be investigated discreetly and neutrally by the Compliance Organisation following a plausibility check and in accordance with applicable data protection laws. The organ- isation employs a tiered decision-making struc- ture to ensure appropriate oversight. Local and Regional Ethics Committees handle compliance incidents within their jurisdiction, while the Global Ethics Committee addresses cases with signifi- cant implications, such as systemic violations or incidents involving senior management. Investigative processes follow a standardised charter to maintain consistency. Depending on the nature of the reported allegation, depart- ments such as HR or Internal Audit may be involved. If the allegation refers to a potential substantial violation of human rights and/or environmental protection obligations, the Human Rights Officer will directly undertake the investi- gation. All investigations adhere to the principles of fairness, transparency and the presumption of innocence, allowing individuals involved to present their perspectives. Safeguards for reporting irregularities and prevention­of­misconduct Grünenthal ensures a safe environment for employees and stakeholders to report irreg- ularities. Retaliation against those who report concerns in good faith is strictly prohibited and treated as a compliance violation. The organisa- tion has committed to protecting whistleblowers’ confidentiality, and individuals making malicious or false reports are held accountable. Grünenthal employs a range of preventive efforts to mitigate risks and promote ethical practices. Key policies include the Anti-Corruption Policy, which provides detailed guidance on interactions with public officials, gifts, and the Healthcare Interactions Policy, which governs engagements with healthcare professionals. Where applicable, our policies are supported by tools such as fair market value calculators, system-based approval workflows, and global/local contract templates to prevent misconduct and ensure consistency. To make sure these measures are effective, Grünenthal conducts regular anti-corruption site assessments as part of its annual audit plan, typically carrying out two local Compliance Audits and two local Business Activities Audits each year, with audit locations selected based on a risk- based assessment of local entities. These assess- ments are complemented by audits that evaluate adherence to policies and identify potential risks. Training­and­awareness­initiatives Training is central to Grünenthal’s Compliance Management System. All new employees are automatically enrolled in e­learning called ‘CCC Training’, with dedicated modules on ‘Corporate Responsibility’, ‘Conflict of Interest’, and ‘Code of Conduct’, and received via our training system MasterControl, and our Compliance Framework (Code of Conduct including main Compliance Policies). Additionally, each year the Corpo- rate Executive Board as well as regional/local Leadership Teams approve a training matrix that includes target­group­specific and locally relevant courses on topics such as data privacy, healthcare interactions and business partner compliance. Employees in roles with high risk of corruption and bribery, such as sales functions, receive multiple tailored face-to-face training courses annually, while all staff participate in e-learning modules on key compliance areas. To ensure adequate accessibility for all, compli- ance policies and relevant training materials are available in seven different languages. Continuous improvement and monitoring Grünenthal actively monitors its compliance systems to ensure their effectiveness. Internal Audit conducts regular compliance audits, and findings are reported to the Corporate Executive Board and Advisory Board. This reporting struc- ture ensures that leadership remains informed and can get actively involved in strategic compliance decisions. Additionally, GPTW survey results and external ESG ratings provide valuable insights to refine Grünenthal’s compliance framework further. G1 – Business conduct Ethical business culture, corruption and bribery Responsible use of AI G1.MDR-P Responsible use of AI policies As part of its digitalisation journey, Grünenthal is dedicated to responsibly developing and deploying digital technologies, including artificial intelligence (AI) systems, in compliance with all applicable laws and its digital ethics framework. The responsible use of AI fosters our company culture by enhancing productivity, promoting innovation and supporting employee wellbeing in a transparent and ethical manner. In light of the EU AI Act, which came into effect in mid­2024, Grünenthal is implementing a comprehensive AI Governance Framework which includes a dedicated policy to govern the responsible use of AI systems by its employees and third parties acting on its behalf. Scope and approval of the AI Policy The EU AI Act provides companies with a two- year adaptation period, during which Grünenthal is assessing its AI use-cases and is developing a framework for compliance. As such, a formal Policy on the Use of AI Systems will be finalised and rolled out in 2025. The forthcoming AI Policy will regulate the responsible use of AI systems as defined by the EU AI Act, including those developed or deployed by Grünenthal and by third parties acting on its behalf. Collaborative policy development process Grünenthal has established a network of AI Ambassadors, each representing a functional area, to support the policy development process. These ambassadors, will provide input based on their respective domains to ensure the policy’s relevance and comprehensiveness. This collab- orative approach fosters internal alignment and ensures that the policy reflects Grünenthal’s operational and ethical priorities. 109

Collaboration­with­external­experts Grünenthal has engaged external expertise for strategic and operational support as well as legal consultation to support the development and implementation of the AI Governance Framework. All other activities have been carried out with internal resources, which will be strengthened further, reflecting Grünenthal’s commitment to efficient and sustainable governance practices. Scope and applicability The AI Governance Framework applies to all AI systems and use-cases within Grünenthal’s operations, third-party AI use-cases undertaken on Grünenthal’s behalf, as well as all activities to ensure compliance with regulatory frameworks such as the EU AI Act and Grünenthal’s internal Digital Ethics Charter. Financial resources Due to limited data availability, no concrete CapEx and OpEx for action plans are being reported this year. » Further targets and progress 2024 Target Progress 2024 G1.MDR-T/G1.MDR-M Responsible use of AI targets and metrics A measurable target and supporting metrics will be developed to ensure ongoing monitoring, evaluation and management of Grünenthal’s responsible AI practices. Grünenthal will follow the criteria and risk categorisation system of the EU AI Act. The EU AI Act classifies AI systems into four risk categories: unacceptable risk ( prohibited), high risk (strictly regulated), limited risk ( subject to transparency obligations), and minimal risk (unregulated). This system will ensure that regulations are proportionate to the poten- tial harm posed by different AI applications. In addition, it has designed its own methodology to perform Fundamental Rights Impact Assess- ments, which will be used to report on risk levels and mitigating actions. It shall focus on AI use­ cases with the risk of significant impact on certain human rights, such as the right to health, the right to privacy and the right to employment and fair treatment. » Currently, progress in the topic is managed with the non-ESRS-aligned targets below. « Establish an AI Governance Frameworks to ensure ethical and responsible use of artificial intelligence, by providing guidelines for managing risks and addressing impact, fostering trust in AI systems Defined the core principles of Grünenthal’s AI Governance Framework in 2024: • Published global guidance on the responsible and ethical application of Generative and General-Purpose AI systems. • Formulated Impact Assessment Methodology. • Created a network of AI ambassadors. • Drafted and rolled­out AI contract­clauses with vendors. Further enhance the measurability of digital ethics initiatives We further enhanced the measurability and will integrate respective metrics in our AI governance framework in 2025. Collaborate with exter- nal researchers to create additional digital ethics guidance Grünenthal has engaged external expertise for strategic and operational support as well as legal consultation to support the development and implementation of the AI Governance Framework. Status On track On track On track In 2025, further digital ethics guidance will be produced in the context of the AI Governance Framework. « G1 – Business conduct Responsible use of AI » Grünenthal Insight Grünenthal’s political influence and lobbying activities Grünenthal demonstrates trans- parency and accountability in its approach to political influence and lobbying. These activities are gov- erned by clear oversight to ensure ethical conduct and regulatory com- pliance. Responsibility for Corporate Public Affairs lies with the Head of Global Corporate Affairs and Com- munication, who reports directly to the CEO and ensures alignment with the company’s strategic and ethical standards. The company focuses on general representation and engages in limited lobbying on specific legisla- tive topics. This ensures that political and public affairs activities remain broad in scope. Grünenthal is regis- tered in the German Lobbyregister, providing public transparency on its lobbying activities and reinforcing its commitment to compliance and stakeholder trust. No members of Grünenthal’s admin- istrative, management, or supervisory bodies have held equivalent public administration roles within two years of their appointment, safeguarding independence and avoiding potential conflicts of interest. In line with legal requirements, Grünenthal is a mem- ber of the Chamber of Commerce (IHK) in Germany and participates in pharmaceutical industry associa- tions in several countries, supporting constructive industry dialogue. 111

United Nations Global Compact / Grünenthal’s contribution to the United Nations SDGs Grünenthal’s contribution to the United Nations SDGs In 2015, the United Nations adopted Sustainable Development Goals (SDGs) as a blueprint to achieve a better and more sustainable future for all. The SDGs are a call to action to end poverty and inequality, protect the planet, and ensure that all people enjoy health, justice and prosperity. As a leading pharmaceutical company, we are committed to supporting the SDGs in line with our business strategy. We particularly contribute to SDG 3, which aims at ensuring healthy lives and promoting wellbeing for all. SDG­3:­Good­Health­ and Wellbeing Pain is a huge burden for patients, their families and society as a whole. As a leader in pain management, we focus our activities on topics such as patient safety, product quality, improving patients’ quality of life through innovative medicines, promoting the responsible use of opioids, and improving access to healthcare. Through our business operations and ongo- ing activities, we also make essential contri- butions to the following SDGs: SDG­8:­Decent­Work­and­­ Economic­Growth People thrive in a healthy environment. For this reason, we take action to care for the wellbeing of everyone who works at Grünenthal. We aim to generate sustainable value in crucial areas such as workplace safety and health protection, fair working conditions, training and development and the merit-based promotion of diversity, inclusion and equal opportunities. We are certified as a Great Place to Work® in 20 countries. SDG­9:­Industry,­Innovation­ and Infrastructure We need solutions that address huge unmet needs in pain management. This is why a large part of our revenue is reinvested into R&D each year. Our portfolio encompasses more than 1,000 granted patents. We lever- age modern technologies to improve out- comes for patients. For example, we are using Machine Learning based on anonymised human data to increase understanding of disease and improve the design of clinical trials. Through our funding programmes such as the EFIC-Grünenthal-Grant and the Brain, Mind and Pain Patient-Centred Innovation Grant, we support scientists in carrying out innovative clinical pain research. SDG­12:­­Responsible­ Consumption and Production We optimise resource use, minimise waste and integrate sustainability into procurement and operations. We invest in safe, energy- efficient technologies and engage suppliers who uphold high environmental and ethical standards. Responsible resource use is cen- tral to Grünenthal’s environmental strategy and essential to reducing pollution and pro- moting sustainability across our value chain. SDG­13:­Climate­Action We focus on reducing emissions from pro- duction-related processes and minimising pollution across our operations and the supply chain. In line with the Science Based Targets initiative, we are setting near-term targets to cut Scope 1 and 2 emissions, while deepening collaboration with suppli- ers to improve sustainability throughout our Scope 3 footprint. 113

ESRS INDEX Disclosure Requirements in ESRS covered by the undertaking’s sustainability statement (IRO-2) • 115

E2 – Environmental polution (land, water, air) including the supply chain Disclosure Requirement E2-1 Policies related to pollution E2-2 Actions and resources related to pollution E2-3 Targets related to pollution E2-4 Pollution of lair water and soil ESRS Index Environment Page in the report 42 43 44 44 117

Governance G1 – Business conduct Disclosure Requirement G1-1 Corporate culture and business conduct policies and corporate culture G1-3 Prevention and detection of corruption and bribery G1­4 Confirmed incidents of corruption and bribery ESRS Index Social/Governance Page in the report 102, 108 102, 106 107 119

ESRS Index List of datapoints in cross-cutting and topical standards that derive from other EU legislation Disclosure Requirement and related datapoint ESRS E1-5 Energy consumption and mix paragraph 37 ESRS E1-5 Energy intensity associated with activities in high climate impact sectors paragraphs 40 to 43 ESRS E1-6 Gross Scope 1, 2, 3 and Total GHG emissions paragraph 44 ESRS E1-6 Gross GHG emissions intensity paragraphs 53 to 55 ESRS E1-7 GHG removals and carbon credits paragraph 56 ESRS E1-9 Exposure of the benchmark portfolio to climate-related physical risks paragraph 66 ESRS E1-9 Disaggregation of monetary amounts by acute and chronic physical risk paragraph 66 (a) ESRS E1-9 Location of significant assets at material physical risk paragraph 66 (c). ESRS E1-9 Breakdown of the carrying value of its real estate assets by energy­efficiency classes paragraph 67 (c). ESRS E1-9 Degree of exposure of the portfolio to climate-related opportunities paragraph 69 ESRS E2-4 Amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant Release and Transfer Register) emitted to air, water and soil, paragraph 28 ESRS E3-1 Water and marine resources paragraph 9 ESRS E3-1 Dedicated policy paragraph 13 ESRS E3-1 Sustainable oceans and seas paragraph 14 SFDR reference Pillar 3 reference Benchmark Regulation reference EU Climate Law reference Page in the report x x x x x x x x x x x x x x x x 36 36 38 38 x Not relevant Not relevant Phase-in Phase-in Phase-in 45 Not material Not material Not material 121

ESRS Index List of datapoints in cross-cutting and topical standards that derive from other EU legislation Disclosure Requirement and related datapoint ESRS S1-3 grievance/complaints handling mechanisms paragraph 32 (c) ESRS S1-14 Number of fatalities and number and rate of work-related accidents paragraph 88 (b) and (c) ESRS S1-14 Number of days lost to injuries, accidents, fatalities or illness paragraph 88 (e) ESRS S1-16 Unadjusted gender pay gap paragraph 97 (a) ESRS S1-16 Excessive CEO pay ratio paragraph 97 (b) ESRS S1-17 Incidents of discrimination paragraph 103 (a) ESRS S1-17 Non-respect of UNGPs on Business and Human Rights and OECD paragraph 104 (a) ESRS 2­ SBM3 – S2 Significant risk of child labour or forced labour in the value chain paragraph 11 (b) ESRS S2-1 Human rights policy commitments paragraph 17 ESRS S2-1 Policies related to value chain workers paragraph 18 ESRS S2-1 Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines paragraph 19 ESRS S2-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8 paragraph 19 SFDR reference Pillar 3 reference Benchmark Regulation reference EU Climate Law reference Page in the report x x x x x x x x x x x x x x x x 64 62 62 Only pilot findings on the gender pay gap are available, with no consolidated Group-level data yet in place. No consolidated Group-level data yet in place. 54 55 Not material Not material Not material Not material Not material 123

ESRS Index List of datapoints in cross-cutting and topical standards that derive from other EU legislation 125

This responsibility of the executive directors includes establishing and maintaining the materiality assessment process, selecting and applying appropriate reporting policies for pre- paring the Responsibility Report as well as making assumptions and estimates and ascertaining forward-looking information for individual sus- tainability-related disclosures. The Executive Directors are responsible for overseeing the process for the preparation of the Responsibility Report. Inherent Limitations in Preparing the Responsibility Report The specifying criteria contain wording and terms that are subject to considerable interpre- tation uncertainties and for which no authori- tative comprehensive interpretations have yet been published. The executive directors have disclosed interpretations of such wording and terms in the Responsibility Report. The executive directors are responsible for the reasonableness of these interpretations. As such wording and terms may be interpreted differently by regula- tors or courts, the legality of measurements or evaluations of the sustainability matters based on these interpretations is uncertain. The quanti- fication of non­financial performance indicators disclosed in the Responsibility Report is also sub- ject to inherent uncertainties. These inherent limitations also affect the assur- ance engagement on the Responsibility Report. Independent Practitioner’s Responsibilities for the Assurance Engagement on the Responsibility Report Our objective is to express a limited assurance conclusion, based on the assurance engagement we have conducted, on whether any matters have come to our attention that cause us to believe that the Responsibility Report has not been prepared, in all material respects, in accord- ance with the specifying criteria presented by the executive directors of the Company and to issue an assurance report that includes our assurance conclusion on the Responsibility Report. As part of a limited assurance engagement in accordance with ISAE 3000 (Revised), we exercise professional judgement and maintain professional scepticism. We also • obtain an understanding of the process used to prepare the Responsibility Report, including the materiality assessment process carried out by the entity to identify the disclosures to be reported in the Responsi- bility Report. • identify disclosures where a material misstatement due to fraud or error is likely to arise, design and perform procedures to address these disclosures and obtain limited assurance to support the assurance conclusion. The risk of not detecting a material misstatement resulting from fraud is higher than the risk of not detecting a material misstatement resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal control. In addition, the risk of not detecting a material misstate- ment in information obtained from sources not within the entity’s control (value chain Assurance Report information) is ordinarily higher than the risk of not detecting a material misstatement in information obtained from sources within the entity’s control, as both the entity’s executive directors and we as practitioners are ordinarily subject to restrictions on direct access to the sources of the value chain information. • consider the forward-looking information, including the appropriateness of the underlying assumptions. There is a substan- tial unavoidable risk that future events will differ materially from the forward­looking information. Summary of the Procedures Performed by the independent Practitioner A limited assurance engagement involves the performance of procedures to obtain evidence about the sustainability information. The nature, timing and extent of the selected procedures are subject to our professional judgement. In performing our limited assurance engagement, we • evaluated the suitability of the criteria as a whole presented by the executive directors in the independent Practitioner. • inquired of the executive directors and relevant employees involved in the prepa- ration of the Responsibility Report about the preparation process, including the materiality assessment process carried out by the entity to identify the disclosures to be reported in the Responsibility Report, and about the internal controls related to this process. 127

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IMPRINT Contact Hannah Engels Global Compliance & Responsibility Officer Tobias Schäfers Head of Responsibility E-Mail: esg@grunenthal.com Publisher Grünenthal­Pharma­GmbH­&­Co.­KG Zieglerstraße 6 52078 Aachen Germany Phone: +49 241 569 0 E-Mail: info@grunenthal.com www.grunenthal.com ESG consulting, concept, editing, communication & design SILVESTER GROUP, Hamburg www.silvestergroup.com