87 SECTION 4 SUSTAINABILITY JOURNEY INTEGRATED ANNUAL REPORT 2025 Responsible Supply Chain Practices (Continued) 7 Impact Materiality Negative Impact Positive Impact Actual or Potential Value Chain Step Page No. Poor monitoring of supplier compliance with Wasco’s labour and human rights, as well as health, safety, and environmental standards can increase the risk of non-compliance and lead to adverse impacts on workers’ health, safety, and well-being. Strengthening responsible procurement practices through robust supplier due diligence and adherence to our Supplier Code of Conduct is essential to mitigating social and environmental risks while promoting integrity and accountability across the value chain. Upstream Downstream 78 Financial Materiality Risk Opportunity Timeframe Value Chain Step Page No. Supplier non-compliance with labour and human rights, as well as health, safety, and environmental standards may require adjustments to procurement arrangements, which can disrupt operations. Exposure of such issues to the public can lead to reputational damage amid rising due diligence expectations from stakeholders, with potentially adverse impacts on customer confidence and sales performance. Proactive supplier engagement and responsible procurement practices can improve efficiency, foster long-term partnerships, and maintain trust among stakeholders. Long-term Upstream Downstream 78 The double materiality assessment affirmed the sustainability matters where we have the greatest impact, guiding how we navigate an evolving sustainability landscape and support long-term value creation. Our priority areas are summarised as follows: • Health and Safety and Digitalisation – in recognition of the inherently high-risk nature of our operational environment and the importance of safeguarding our workforce through data and technology that help to prevent incidents more effectively. • Greenhouse Gas Emissions and Energy Management – reflecting continued global energy price volatility and emerging national regulatory measures such as carbon pricing that intensify the need to more proactively manage our emissions and energy usage. • Climate Change and Energy Transition – highlighted as strategic issues that will shape future demand for our solutions, our cost base, and our ability to support clients in shifting towards a low-carbon framework. • Responsible Supply Chain Practices – underscores the need to manage social, environmental, and ethical risks across our upstream and downstream relationships, in line with rising due diligence expectations. Moving forward, we will integrate the insights from this assessment into our sustainability strategy, risk management processes, and strategic planning. This will enable us to better anticipate emerging risks and opportunities, allocate resources effectively, and strengthen our long-term business resilience. By embedding double materiality into our decisionmaking, we reinforce our commitment to sustainable value creation and continuous improvement. SUSTAINABILITY JOURNEY
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