Social

Own workforce 

Why it matters

TSN’s workforce is central to its operations and is significantly affected by the ongoing organisational transformation.

Key objectives

The double materiality assessment identified eight workforce-related impacts as material, including secure employment, health and safety, working conditions, training, diversity, and social safety.

During the reporting year, TSN implemented its largest transformation in thirty years, leading to workforce reductions and increased focus on social dialogue, wellbeing and employment support.

TSN also continued to apply collective labour agreements, maintain high collective bargaining coverage, and operate a health and safety management system covering the entire own workforce. Reskilling and training activities focused on supporting the transition to new production technologies.

Looking ahead, TSN plans to formalise workforce policies, strengthen grievance and remediation mechanisms, expand reskilling programmes, and introduce measurable targets once the new organisational model is fully embedded.

Own workforce	2025/26
	headcount
Total number of employees	11.878
Total number of non-employees	915
Employee turnover	%
Rate of employee turnover	11%

Table. Summary of IROs, policies, key actions, metrics and targets related to own workforce

Impact, risk and opportunity management

TSN is navigating a challenging period driven by geopolitical change, trade and supply chain disruptions and rising energy costs. To remain competitive and enable investment in new steel production methods, TSN is implementing its largest reorganisation in thirty years, including a leaner organisational structure to support a sustainable, green future. Each decision to discontinue a role is approached with care, in close cooperation with works councils and trade unions, supported by a Social Plan for affected employees. The organisational change is delivered through cross-functional workstreams to enhance agility, decisiveness and flexibility and to reduce fixed costs. In parallel, TSN is developing reskilling pathways linked to the green transition to support workers impacted by the phase-out of legacy processes and prepare them for new roles associated with technologies such as DRP-EAF.

Own workforce policies

TSN’s key policies establish the overarching framework governing its practices and interactions with its own workforce, underscoring its commitment to a safe, inclusive and respectful workplace, as well as to appropriate working conditions and employee development.

While the majority of TSN’s workforce comprises its own employees, our commitment to health, safety and a socially inclusive workplace also applies to non‑employees.

Table. Policies related to own workforce

Health and safety policies

Safety is the highest priority of our operations. Our IJmuiden steel plant and all our downstream entities’ sites operate in a demanding industrial environment that entails daily health and safety risks for our own workforce, contractors, third-party  workers and potentially also visitors. To mitigate this impact, TSN has a policy in place for safeguarding the health and safety of its own workforce. Our Health & Safety Policy applies to all TSN employees and non-employees across every location, as well as anyone working on our premises.

The policy outlines the key principles that guide our approach to health and safety. We believe that all work-related accidents are preventable and expect safe working practices from all employees, contractors, and visitors.

The Health & Safety policy objective is to protect well-being, reduce exposure to work-related risks, and ensure we meet health and safety requirements. The application of these commitments to workers outside TSN’s own workforce is addressed further in the Responsible value chain chapter.

We operate a comprehensive management system to prevent occupational risks and ensure a safe working environment. Our TSN Code of Conduct reinforces these expectations by requiring compliance with relevant laws and internal rules, and by encouraging the reporting of concerns without fear of retaliation. Together, these measures form the foundation of TSN’s structured and continuously improving approach to occupational health and safety.

Working conditions policies

Our workforce is at the core of TSN’s operations. This is why our policies establish clear expectations for fair, safe, and transparent workplace conditions throughout TSN’s operations. These include the Code of Conduct, the HR foundation policy, and a firm commitment to the Collective Labor Agreement.

The TSN HR Policy is our foundation, setting out the core principles for fair, transparent, and supportive working conditions. It outlines how we define roles, manage performance objectively, provide development opportunities, and offer locally competitive compensation. We commit to equal opportunities in hiring and career growth, and we ensure safe channels, including anonymous ones, for raising concerns. This policy provides our overarching guiding principles, while supporting policies translate these principles into concrete procedures and day-to-day guidance.

TSN Code of Conduct builds the basis for how our entire workforce interacts with each other. Built on respecting human rights, it mandates integrity, transparency, and respect from all representatives. The Code of Conduct is available and must be respected by everyone in the workforce to foster a professional and safe workplace, with clear expectations for lawful behaviour, privacy, asset protection, and ethical business conduct toward stakeholders.

Collective bargaining policies

At TSN, many employees are covered by a collective labour agreement, resulting in high collective bargaining coverage. Specifics can be found in the table Collective bargaining coverage. CLA agreements complement our foundation policies by setting out the legally binding terms and conditions of employment, covering working hours, shifts, overtime, leave, salary scales, pay components, training, job classification, and the rights of worker representatives. The CLA ensures transparency and consistency across these areas and helps us maintain fair working conditions for everyone at TSN.

Diversity and equal treatment policies

This year, we worked on updating our Diversity & Inclusion Policy, which is yet to be formally adopted, to reaffirm our commitment to diversity, equal treatment, equal opportunities, and social safety across TSN. The policy applies to all workers, regardless of role, contract type, or location, and covers key topics such as diversity, antiharassment, and non-discrimination.

The policy sets clear expectations for a safe, fair, and respectful work environment. We do not tolerate discrimination or harassment and uphold every individual’s right to work free from exclusion or bias. We recognise that D&I strengthens creativity, collaboration, and overall performance, and supports our ability to attract and retain talent.

Human Rights Policy

TSN is currently developing a Human Rights Policy, which sets our commitment to respect human rights across our sites, local communities and business relationships, in line with the UN’s Guiding Principles, relevant ILO conventions and applicable laws. Upholding human rights is integral to our values and to responsible business conduct and long-term sustainability. Our approach to human rights is risk based. Further information on the Human Rights policy is provided in the Responsible value chain chapter.

Our Human Rights Policy is aligned with international standards and addresses child labour, forced or compulsory labour, and human trafficking.

Engagement with own workforce and workers’ representatives, existence of channels for own workforce to raise concerns or needs and approaches to remedy

Engagement with own workforce and workers’ representatives

Throughout the year, TSN intensified its engagement with employees and works councils and trade unions as the organisation entered a period of transformation linked to the transition toward low-CO₂ steelmaking. The ongoing transition requires, among other initiatives, restructuring and job reductions, making open, timely and inclusive engagement essential. To inform all employees about this process and gather perspectives from those who may be impacted by the restructuring, TSN engaged in multiple forms of information sharing, consultation, and participation.

At TSN IJmuiden (TSIJ), several work councils represent employees across individual operational units, while TSDE has its own representative structures. Across all entities, consultations take place between the Managing Director and employee representatives, with members appointed to both the IJmuiden Group Works Council and the Central Works Council. Additional engagement with trade unions on employment terms occurs regularly at both local and central levels.

Throughout the year, the Central Works Council was especially involved in discussions related to restructuring. From April onwards, employees received regular updates about the transition to the Green Steel Project, challenging market conditions and TSN’s long-term ambition to become a leading European steel producer and what it will mean for the workforce. Monthly intranet updates, structured consultation rounds and negotiations connected the workforce to the decision-making process and updates. Works council members, as elected workers’ representatives, actively shaped agreements and ensured that concerns from across the workforce, including from employees in vulnerable positions, were addressed.

Alongside these formal structures, we also engaged employees directly through local surveys on social safety and through employee communities, helping us gather broader insights and strengthen ongoing dialogue across TSN.

Channels for workforce to raise concerns or needs

TSN has implemented a formal grievance mechanism that enables employees to raise concerns anonymously via a dedicated online platform or hotline. The mechanism is designed to ensure confidentiality, support open communication, and provide for the timely, and fair handling of employee grievances.

TSN offers its workforce a range of formal channels to raise concerns, ensuring that everyone has safe and accessible ways to speak up. A central element is the TSN Integrity Line, an externally operated platform available across all sites, where employees can submit concerns. All reports are handled in line with the TSN Confidential reporting Policy, which works as the Whistleblower policy for TSN. Further information is provided in the Governance chapter.

At TSIJ, additional options such as the Klachtencommissie (Complaints Committee) and Vertrouwenspersonen (Confidential Advisors) provide tailored support for specific concerns, while downstream entities maintain their own local arrangements to ensure accessibility.

During the restructuring process, we expanded our communication channels with the ambition to better support employees during a period that raises many questions. A dedicated intranet page, in person sessions, online Q&A meetings, written materials and direct communication ensured that employees had multiple avenues to ask questions, raise concerns and receive timely, transparent information throughout the transition.

Approach to remedy where negative impacts occur

Open and clear communication on negative impacts on the workforce is the first step for TSN to take action on negative impacts. TSN has implemented a Social Plan to mitigate the adverse impacts of its large-scale reorganisation, which involves the reduction of approximately 1,200 employees across the organisation. The plan was developed together with trade unions and is intended to remedy negative effects on employees by providing employment security, financial compensation, and support in transitioning to new roles.

TSN plans to enhance its grievance and remediation system through multilingual support, improved awareness campaigns and focused support for employees most affected by restructuring. To this end, TSN is engaging directly with affected employees and supports corrective actions as outlined in the Social Plan.

For other material impacts, TSN has established dedicated processes to address each issue individually.

Additionally, TSN monitors the outcomes of remediation activities to ensure issues are resolved and recurrence risks are minimised.

Own workforce actions

TSN is actively implementing a range of initiatives to support its workforce through the ongoing restructuring and transition towards climate-neutral steelmaking. TSN maintains ongoing activities focused on improving working conditions, diversity and inclusion, wellbeing, and health and safety to help mitigate potential impacts throughout the transition. For a detailed overview of TSN’s targeted actions, please refer to the key actions table below.

The Group has determined that no significant financial resources have been or are expected to be allocated to the implementation of its workforce-related actions. The associated costs are primarily embedded within routine HR operations and did not result in material capital or operational expenditure during 2025/26.

Table. Key actions and resources allocated related to own workforce

Health and safety actions

Health and safety management system

TSN has established a comprehensive health and safety management system to protect employees from injuries, unsafe conditions, and exposure to hazardous substances. Our health and safety management system includes our own workforce and on-site third-party workers.

The TSN H&S management system has been audited according to ISO 45001. 18 sites have achieved certification. Four sites are not yet certified; two (Apollo Metals and Tata Steel Maubeuge) are planned for certification in 2026, while certification of the remaining two sites (Tata Steel Packaging Duffel and Segal-Tata Steel) remains an ambition and is not yet formally scheduled.

Improvement actions are defined based on lessons learned from incident investigations and health and safety data. Their implementation is overseen monthly at business unit and Board of Management level, supported by quarterly in-depth analyses and trend reviews of incidents and severity indicators.

Key actions to improve and maintain our health and safety performance:

• Safety training and awareness: TSN ensures that personnel is informed about task-specific hazards and required risk-control measures. New employees must pass a safety test before starting work, and existing employees must renew this at least every two years. Training combines e-learning and practical instruction and covers process safety, fire risk awareness and hot work. Task‑specific safe working procedures define risks and controls, and training is required before authorisation; for infrequent tasks, a dedicated risk assessment is conducted prior to approval.

• Occupational safety: Centrally developed Hazard Identification and Risk Assessments (HIRAs) are provided to operating units to identify occupational safety risks and corresponding control measures. Safety for both contractors and TSN employees is supported through dedicated training programmes for supervisors and Tata coordinators involved in contractor activities, developed and delivered in collaboration with contractors. To further improve safe working conditions for third parties, the roll‑out of the Work Permit Registration App (WRapp 2.0) has been expanded.

• Heat exposure/Health roadmap: We are rolling out a heat app that employees can use to manage their heat stress. Preventing exposure to heat is part of the top priorities for the avoidance of occupational health impacts. In our production process, people are exposed to high temperatures and a risk of experiencing extreme temperatures (heat stress) remains. The app is supporting to identify, register and manage these risks for a safer workspace.

• True Safe: We are continuing with the True Safe programme to strengthen a proactive safety management culture at TSN and provide professional HSE expertise to both leadership and the shopfloor (operational) level. We can see enhanced safety communication by encouraging bottom-up reporting of safety observations and concerns from the shopfloor. In 2025, a focus on visible safety leadership was added to the programme. In this way, leaders will be trained to cultivate active safety awareness as part of normal working procedures.

Additionally, we improve our health and safety monitoring by setting leading indicators, simplifying how we collect data, and creating dashboards that provide insights at the operational level and drive safety actions.

Process safety

The organisation has significantly strengthened its control over process safety risks. Major progress was made in how critical barriers are identified, monitored and evaluated. In this way, we improved the reliability and transparency of our risk control systems and increased our ability to prevent process safety related incidents in critical installations. We also enhanced the technical depth of process safety incident investigations using the PPS (Process Based Problem Solving) methodology.

An important part of process safety management is the cooperation with the competent authorities. We provided structured guidance during Seveso inspections and centrally steered findings, observations and non-compliances. The stronger governance and consistent follow-up reduced recurrence and improved preparedness and regulatory confidence. Preventing new violations remains a core priority going forward. Operational safety will be strengthened through the implementation of secure load procedures for internal road transport and the continued execution of comprehensive process safety assessments.

Through these actions, TSN ensures that the prevention and management of health and safety risks are systematically embedded in its operations.

Working conditions actions

Secure employment

TSN has taken several actions to protect employment during its restructuring process. The company introduced a job guarantee for certain employee’s job categories to ensure employment continuity. We also implemented measures to reassign employees, retaining as many roles as possible within the new organisation. To mitigate risks of job loss, Tata Steel provides work‑to‑work support, including internal placement efforts and external career guidance.

Working time and health and wellbeing

Wellbeing, workload and working hours remained key priorities for TSN during this period. Although restructuring, staffing shortages and growing regulatory requirements continue to create pressure across parts of the organisation, we also see strong commitment from teams to adapt and support one another. To help employees maintain a healthy balance and manage periods of increased demand, we have made a range of wellbeing and stress prevention interventions available for our employees. These initiatives have been well received and are contributing positively to a more open dialogue about stress, resilience and wellbeing. By proactively supporting wellbeing, we aim to strengthen our workforce, promote a healthy work–life balance and create an environment where employees can continue to perform at their best.

Training and skills development actions

Training and skills development

TSN has developed new leadership and onboarding workshops to support the implementation of the new organisation. As employees transition into their newly assigned roles, they are receiving targeted training to prepare them for new responsibilities and processes. Regular leadership and management development programmes will be reintroduced once the organisational changes have been fully embedded and the new structure is operating steadily.

Reskilling for green transition

The move toward climate neutral steelmaking brings several challenges for TSN. New production methods require different technical skills and reduce the need for some existing jobs. Because of this, TSN expects a net reduction of about 1,200 FTEs in the coming years. This reduction is mainly driven by financial considerations and is also necessary to make the Green Steel Project possible. At the same time, the company already faces an aging workforce and shortages in important technical roles, which adds to the complexity. The transition is being jointly managed by the Board of Management, HR, external partners and the Works Council, supported by regular assessments of workforce needs and risks.

A key part of our approach is helping people build the skills needed for the technologies of net zero steelmaking. Hydrogen will play a major role in our future production, so we are investing heavily in training around this topic. The Practical Hydrogen Module, developed within the Tata Steel Academy, will be included in all vocational training programmes by mid-2026. It provides both theoretical knowledge such as hydrogen safety, production, storage and use, and hands on experience through practical installations. The training will also be available as a standalone module for VMBO students and for site employees in IJmuiden.

TSN wants to strengthen its workforce readiness for the green transition, support employability and increase safety awareness for new energy systems by updating training programmes with hydrogen-related skills. This initiative is part of a transition towards steel production with reduced CO₂ emissions. This also includes supporting the development of a plan for a IJmond Transition Campus by Techport, a regional public-private partnership. This plan includes the development of a regional workforce and skills ecosystem focused on lifelong learning, sustainable employability and labour mobility in the IJmond. The Transition Campus will support up‑ and reskilling through modular lifelong learning programmes and work‑to‑work pathways, helping employers address skills shortages, while enabling people to move into transition‑critical roles.

Diversity and equal treatment actions

Diversity

TSN promotes diversity, inclusion and social safety through a structured set of actions implemented during the reporting year and through planned initiatives that reinforce long-term policy objectives.

TSN applies structured hiring processes, maintains open recruitment practices, and monitors progress through a dedicated D&I dashboard and quarterly leadership reviews. Tata Steel IJmuiden runs annual initiatives like the Being Yourself Works survey, inclusion workshops, and targeted communication campaigns.

TSN will strengthen these efforts through new and expanded initiatives. These include a sponsorship programme for women in leadership, mandatory bias-awareness training for managers and HR staff with annual refresher sessions, the potential extension of anonymised CV screening.

In February 2026, Tata Steel Nederland introduced a female sponsorship programme as part of its Diversity & Inclusion strategy. The initiative connects high-potential female talent with senior leaders to support their development and career progression. By strengthening visibility, networks and opportunities, the programme contributes to increasing female representation in leadership roles and to achieving the company’s diversity ambitions

TSN will enhance social and psychological safety by expanding topical workshops, embedding these themes deeper in leadership development, and improving follow-up on employee survey insights. These planned actions are expected to increase accountability, reduce bias in decision-making processes, improve representation and reinforce alignment with TSN’s D&I policy goals.

Anti-harassment and anti-discrimination

TSN is committed to protecting all employees from discrimination, harassment, intimidation, aggression, violence and bullying. The DIAB (Discrimination, Intimidation, Aggression and Bullying) guidelines and Social Safety Manual provide a clear behavioural framework. A network of trained confidential advisers guides employees through dialogue, mediation or formal reporting options. These measures improved reporting accessibility and strengthened organisational safeguards. TSN aims to improve further by developing a psychosocial risk management system to reinforce TSN’s commitment to a safe and respectful work environment.

Metrics and targets

Own workforce targets

During the reporting year, TSN continued to manage its material workforce topics in a period of organisational transition. As the company proceeds through a major restructuring of its organisational structure, governance and workforce composition, formal targets have not yet been established for all material topics. Currently, TSN monitors performance through trend monitoring, qualitative indicators and by using national and sectoral benchmark data until target setting‑  can be formalised. Once the new organisation has been fully implemented, TSN will reassess the introduction of measurable, time‑ bound targets.

Health and safety targets

TSN has implemented a health and safety management framework established to prevent work-related accidents, ill-health and fatalities, covering 100% of the own workforce¹. We are currently transitioning towards a certified health and safety management system according to ISO 45001. To date, 18 sites out of 22 have achieved certification, and we aim to increase this to all sites. In 2025/16, TSIJ, Gelsenkirchen, SAB and Fischer were certified. The certification process for Maubeuge and Apollo is ongoing, with the goal of completion in the next financial year.

Safety remains our top priority. We are focused on ensuring a safe working environment and strive to maintain zero fatalities from work-related injuries or work-related ill health, for everyone working on our sites, including contractors.

Table. Health and safety targets

Our commitment to safety is also supported by the systematic monitoring of work-related injury rates. TSN has embedded two key performance targets within its management systems: a recordable injury frequency rate of ≤ 5.0 per month and a lost time injury (LTI) frequency rate of ≤ 1.0 per month.

Due to long latency periods and limited availability of reliable data, TSN has not set targets for recordable work-related ill health or total days lost due to work-related injuries or illness.

Working conditions targets

Secure employment

TSN oversees employment security by analysing workforce characteristics data, workforce planning cycles, and turnover trends. Although no formal quantitative targets have been established during the organisational transition, management indicators are consistently monitored and will be assessed for potential target setting once the new workforce model is fully implemented.

Working hours and health & wellbeing

Sickness absence is a quantified focus area for TSN, with the objective of achieving a structural reduction in the overall absence rate over time. This target supports employee wellbeing, operational continuity and cost efficiency.  TSN monitors absence continuously and compares its performance with national benchmarks. Other wellbeing aspects, such as the use of confidential advisors, integrity and reporting channels, psychosocial support services, and behavioural or work pressure signals, are monitored in a similar way. This includes the use of qualitative indicators, trends in the utilisation of support channels, and benchmarking against national data.

Training and skills development targets

Training and skills development

Training hours per employee and participation in performance and development reviews are monitored on a regular basis. As TSN is currently in a transition phase, no formal quantitative targets for training and skills development have yet been established related processes to prepare for future target setting.

Reskilling for the green transition

Given the strategic relevance of TSN’s transition to low-carbon steel production, reskilling and upskilling needs are assessed as part of ongoing workforce planning. Quantitative targets for green-transition reskilling have not yet been set. To inform future target-setting, TSN continues to identify the competencies necessary for upcoming production activities, ensuring the workforce is prepared for evolving operational requirements.

Diversity and equal treatment targets

Diversity

TSN considers diversity and inclusion to be a strategic priority and recognises the role of clearly defined targets in driving long‑term, meaningful progress. Therefore, we are currently reassessing our ambitions to ensure that future targets and approaches are appropriately aligned with TSN's organisational context and improvement needs.

TSN will set its outcome-oriented targets by implementing the TSN-wide updated diversity and inclusion policy. For quantitative target setting, we will develop a clear 3-year working plan with reliable baseline data and identify priority areas to set concrete targets and action plans.

Until the updated targets are formalised, TSN tracks progress through workforce composition data, leadership representation, employee surveys and ongoing dialogue with employee representatives or Employee Resource Groups (ERGs). These insights are used to inform future target setting.

Anti-harassment and anti-discrimination

TSN has not set specific quantitative targets for preventing harassment or discrimination. However, the organisation maintains structured monitoring processes to ensure a safe and respectful workplace. Incidents related to harassment and discrimination are systematically recorded and assessed through the Integrity Line, the Complaints Committee and confidential advisors.

In addition, TSN regularly conducts inclusion and social safety assessments and employee surveys that measure experiences of discrimination, intimidation, aggression and bullying. These insights support continuous monitoring and improvement of social safety across the organisation.

Own workforce metrics

Characteristics of the undertaking’s employees metrics

The total number of employees decreased by 3.8% in the reporting year compared with the previous year, declining from 12,353 to 11,878. This reduction is consistent with the ongoing organisational restructuring at TSN, which has been identified as a material impact affecting secure employment.

In the last reporting cycle, TSN expanded classification within its gender registration system. One employee was reported under the “X (Other)” category.

Table. Number of employees by gender

When looking at the breakdown of employees per country, the largest group of employees is in the Netherlands. Overall, the decrease of employees in the other countries that TSN is operating in, is consistent with the ongoing organisational restructuring at TSN. 

Table. Total number of employees by country

The number of employees declined by 3.8%, the number of permanent employees declined by 3.5%, and the number of temporary employees declined by 11.2%.

This overall reduction is partly related to the reorganisation announced in 2025, which involves an adjustment of the organisational structure and workforce composition. In addition, the reduction in temporary contracts reflects the completion of project-based work and a lower need for flexible staffing during the year.

Table. Total number of permanent employees, temporary employees, by gender and non-guaranteed hours employees

During the reporting period, TSN recorded an employee turnover rate of 11%, compared with 8.4% in the previous year. Ongoing restructuring has created job instability, which negatively influenced employee morale and retention. At the same time, TSN’s continued efforts to reskill employees for the green transition, help support longterm employability and provide clearer development pathways for impacted employees.

Table. Employee turnover

Characteristics of non-employees in the undertaking’s own workforce metrics

In 2025/26, the total number of non-employees within TSN’s workforce was 861.

The definition of 'non-employees' was updated to include students and interns and formally documented. The total number of non-employees for the prior year has been revised for comparability due to updated calculation methodology.

Table. Non-employees in the own workforce

Collective bargaining coverage metrics

In the reporting period, 92.9% of the TSN Group’s workforce was covered by collective bargaining agreements, reflecting a 3% decrease in employee participation in collective bargaining processes compared to the previous year. Comparative data on collective bargaining coverage for the previous reporting period has not been included. Following a change in the underlying methodology, 2024/25 data revision is not practicable. As a result, the data is not comparable and has therefore been omitted.

Table. Collective bargaining coverage

Diversity metrics

In 2025/26, the gender distribution at top management level shifted compared to previous years. The number of female leaders decreased from 9 (28%) in 2024/25 to 7 (16%) in 2025/26, while the number of male leaders increased from 23 (72%) to 37 (84%). The increase in the size of top management in the previous year is mainly due to organisational restructuring, which resulted in a higher number of direct reports to the Board of Management.

TSN recognises and takes seriously the significant decrease in female representation at top management level in 2025/26, which does not reflect our long‑term ambition for a balanced and inclusive leadership team. The decline is primarily the result of the major reorganisation announced in 2025, combined with the revised definition of top management roles within the calculation methodology. This has had a disproportionate impact on gender diversity.

Our corrective actions include implementing the Diversity & Inclusion Policy to ensure that future organisational changes, including leadership restructuring, systematically consider and support gender diversity outcomes.

Top management and the Board of Management acknowledge this outcome and their responsibility to address it. Gender diversity in leadership remains a strategic priority for TSN and a key enabler of effective decision-making, long-term performance and organisational resilience.

Table. Gender distribution in number and percentage at top management level 

Training and skills development metrics

The disclosure of training and skills development metrics will be implemented in accordance with the phased-in options provided.

Health and safety metrics

In 2025/26, 100% of TSN’s own workforce were covered by the company’s health and safety management system¹.

In 2025/26, there were 0 fatalities from work-related injuries among TSN’s own workforce and other workers present on TSN sites. During the same period, 0 fatalities from work-related ill health were reported among TSN employees. The number of recordable work-related accidents involving TSN employees was 119 cases, with a corresponding accident rate of 6.69. In 2025/26, the total number of days lost as a result of recordable work-related accidents among TSN employees was 850 days.

Health and safety performance in the reporting year was influenced by a significant increase in operational activity compared to the prior year, following the recommissioning of major production assets. The increase in operational activity resulted in higher total hours worked across operations, which should be taken into account when interpreting year-on-year movements in health and safety metrics.

In 2025/26, both the number and rate of recordable work‑related accidents decreased slightly, while lost days declined significantly by 48% compared to the previous reporting period due to reduction in severity of the LTIs, resulting in fewer and shorter absence periods compared to the prior period.

Performance is assessed against TSN’s health and safety targets, including the ambition of zero fatalities and a continued reduction in recordable work-related accidents. During the reporting year, TSN continued to strengthen preventive measures and safety culture initiatives, supporting progress toward these targets despite increased operational intensity.

Table. Health and safety metrics

Remuneration metrics

This year, TSN introduced two new metrics calculated based on ESRS guidance: the gender pay gap and the annual total remuneration ratio. In 2025/26, the gender pay gap among TSN employees was -5.12%. The gender pay gap is slightly more favourable for women. This is explained by the relatively higher representation of women in managerial roles, which carry higher average remuneration within a predominantly male operational workforce.

Table. Gender pay gap

In 2025/26, the annual total remuneration ratio between the highest-paid individual and the median employee at TSN was 8.16.  At TSN, the highest paid individual is the CEO, who earned 8.16 times the annual remuneration of the median employee, reflecting differences in role, responsibility and market‑based compensation levels within the organisation.

Table. Annual total remuneration ratio

Incidents of discrimination and other human rights incidents metrics

This year, TSN expanded its disclosures to include three additional metrics calculated based on ESRS guidance: the number of incidents of discrimination, human-rights related incidents connected to its own workforce and related fines, penalties and compensations. In 2025/26, TSN recorded 25 incidents of discrimination (including harassment) and no human rights incidents within its own workforce. No fines, penalties or compensation were incurred.

The reported number represents the total number of formally registered incidents of discrimination and other human-rights related incidents involving TSN’s own workforce during the reporting year, as recorded through TSN’s internal reporting and grievance mechanisms. TSN includes complaints that are raised as an undesirable forms of conduct including, discrimination, intimidation, agression and violence or bullying. 

Table. Number of incidents of discrimination (incl. harassment) at work and the number of human rights incidents connected to its own workforce