Grünenthal Responsibility Report

Contents 1 CONTENTS Grünenthal’s Corporate Letter from the CEO6 Responsibility Programme8 Transparency34 Compliance, Ethics and Patient 56 People82 Planet 108

GRÜNENTHAL RESPONSIBILITY REPORT 2023 2 global specialty pharmaceutical com- pany Kyowa Kirin Co., Ltd. Grünenthal holds 51 percent of Grünenthal Meds, and intends to fully acquire the remain- ing 49 percent share at the beginning of 2026. Although this report’s scope does not extend to Grünenthal Meds, we have provided highlighted sections on selected topics (Compliance and Human Resources); see pages 40 and 87 . This report is accompanied by our Grünenthal Report as a sister publication. This Responsibility Report shares insights into how we conduct our business responsibly, showing our impact on soci- ety and the environment. The Grünenthal Report provides information about our key business objectives and activities, as well as our recent business development highlights and financial performance. You can find it on our corporate website https://www.grunenthal.com. « ABOUT THIS REPORT GRI 2-1, GRI 2-3, GRI 2-4, GRI 2-5 » IN SELECTING the content of the Grünenthal Responsibility Report, Grünenthal was guided by the general principles of sustainability reporting of completeness, materiality and stake- holder engagement. Grünenthal has reported in accordance with the GRI Standards for the period 01.01.2023 to 31.12.2023. The GRI indi- cators are marked at the relevant text sections. This report is published in April 2024 and is planned to be published annually. There are two restatements compared with the previous year. Both restatements are in the PLANET chapter: The first restate- ment concerns the heating consumption for 2022 (see page 114 ). The sec- ond restatement concerns the down- stream transportation for 2021 (see ). The reasons and effects page 130 of the restatements are indicated on the relevant pages. We are committed to the 10 principles of the UN Global Compact. The GRI Content Index therefore also indicates which GRI indicators simultaneously cover one or more of the UN Global Compact principles. Deloitte GmbH Wirtschaftsprüfungs- gesellschaft conducted a voluntary, limited assurance audit on the data for the fiscal year 2023. As data covering our Scope 3 green- house gas emissions for 2023 was not yet available at the time of publication, the 2022 figures are included in the scope of the audit. Scope 1 and 2 greenhouse gas emission figures of 2022 and 2023 are included in the scope of the audit. With the exception of greenhouse gas emis- sions, 2022 figures are not in the scope of the limited assurance audit for 2023. Sections containing audited data in this report are indicated by French quota- tion marks (» ... «) around the audited text sections or headlines of tables and graphics. Unless otherwise indicated, the state- ments in this report refer to the scope of consolidation as stated in the con- solidated financial statements of Grünenthal Pharma GmbH & Co. Kom- manditgesellschaft. In August 2023, Grünenthal became the majority share- holder of Grünenthal Meds, the joint venture collaboration with Japan-based

About this Report 3 Our Ambitions The Global Reporting Initiative (GRI) is internationally recognised and is almost certainly the most widely used reporting standard for responsibility or sustainability reporting. It defines strict requirements for transparent metrics and key performance indica- tors (KPIs) to ensure clear ambitions and to measure progress. We are committed to driving our Corporate Responsibility Programme in a meas- urable and auditable way, so we have chosen to adhere to these ambitious GRI reporting standards and a volun- tary external audit. Grünenthal is well positioned to meet current and upcoming requirements in the rapidly evolving and complex regulatory landscape. We continue to drive further improvements and stay at the forefront of non- financial reporting. Starting with our Respon- sibility Report 2026 covering the reporting year 2025, Grünenthal will meet its requirement to report according to the Corporate Sustain- ability Reporting Directive (CSRD).

GRÜNENTHAL RESPONSIBILITY REPORT 2023 4 THE GRÜNENTHAL WORLD GRI 2-1, GRI 2-2, GRI 2-6 » GRÜNENTHAL is a global company headquartered in Aachen, Germany. It has affiliates in 27 countries across Europe, Latin America and the US. Patients and customers benefit from Grünenthal prod- ucts in around 100 countries worldwide. Pain, especially chronic pain, represents a significant burden for people and society. Its alleviation remains a significant unmet medical need. Grünenthal is a leading pharmaceutical company focused on pain therapies and research. We are committed to transforming the future of pain management in line with the highest ethical and regulatory standards. As a family-owned company, we have been in the business of developing breakthrough medicines for patients for more than 75 years. Over the past five decades, we have focused on develop- ing, manufacturing and commercialising innovative products for the pain market. From research to distribution, we have capabilities across the full value chain and aim to strengthen our pain leader- ship by developing highly innovative, non- opioid therapies. In partnership with lead- ing science organisations, we strive to create even more value for patients and healthcare systems. Panama, PA Regional Ofﬁce Quito, EC Production Santiago de Chile, CL Production Conducting our business responsibly is at the core of our strategy and culture. Our performance is regularly rated by an independent ESG rating agency. Acquisitions of carefully selected estab- lished medicines have been the key driver of our profitability and growth. This strategy helps to secure our financial sta- bility and enables us to reinvest in pain research. « Boston, US Innovation Hub

GRÜNENTHAL RESPONSIBILITY REPORT 2023 LETTER FROM THE CEO GRI 2-22 6 As a global leader in pain manage- ment, our purpose at Grünenthal is to improve lives. Each day, our teams worldwide work to make our vision of a World Free of Pain a reality. Dear Friends and Partners, Over the last years, our people have transformed Grünenthal. Aligned with our vision of a World Free of Pain, we have intensi- fied our research activities and today have one of the strongest pain-focused research pipelines in the entire industry. Through targeted acquisitions, we have added new products to our port- folio of medicines and have shifted our efforts towards spe- cialty care. Grünenthal has also increased its geographical foot- print with an own presence in the US and through our partner business in other continents. Our medicines help more and more patients worldwide. We were also able to strengthen our financial performance, more than tripling our adjusted EBITDA since 2017.

Letter from the CEO This growth comes with an increased responsibility to the patients we serve, the people we work with and the planet we depend on. Our long-standing commitment to corporate responsibility is closely tied to our culture and embedded within our strategy. Grünenthal’s comprehensive Corporate Responsibility Pro- gramme is built on four modules: Fields of action, Ethical Frame- work, ESG Risk Management, and ESG Governance. These ensure we create a maximum positive impact on healthcare, our communities and the environment. Key initiatives are structured around the topic clusters Patient, People and Planet. Material topics with specific ambitions and key performance indicators have been identified for each field. We want our commitment to Environmental, Social and Governance (ESG) topics to make a valuable and sustainable contribution to society. In the 2023 reporting period, we re-assessed all important strategic and operational topics within our company and its environment. This involved analysing their impact on Grünen- thal’s business activities (‘financial materiality’) and the impact of Grünenthal’s business activities on sustainability topics (‘impact materiality’), known as double materiality. To gain a holistic view, we analysed the identified topics regard- ing their relevance in our value chain. Our annual Responsibil- ity Report demonstrates our transparency and documents our progress. We report in line with the Global Reporting Initiative (GRI) standards and subject our reporting to external auditing. Our efforts were recognised by a leading independent ESG risk rating provider, placing us in the “low risk” category. As a United Nations Global Compact (UNGC) member, we formally commit to the values of the world’s largest initiative for responsible corporate governance. We are committed to the 10 universal UNGC principles on human rights, labour standards, environment and climate, and corruption prevention. In addition, we support the achievement of the Sustainable Development Goals (SDGs). We are committed to improving the quality of life of people and com- munities beyond our core business – while decreasing the environmental footprint of our business. Gabriel Baertschi Chief Executive Officer In Q4 2023, we joined the Science Based Targets initiative (SBTi) to align our climate ambitions with international standards. This collaboration supports our commitment to establish ambitious but achievable near-term targets for the reduction of Scope 1 and 2 greenhouse gas emissions. For Scope 3, we intensify our efforts to increase sustainability among our supply chain by working closely with our suppliers. We believe a sustainable future can only become a reality if key stakeholders work together. That is why we maintain dialogue with our partners and employees to continually challenge our efforts and help us to adjust our targets. We continue to make great strides to positively impact communities and the environ- ment. From sustainable water management through to reducing our energy consumption, Grünenthal takes action to reduce its footprint. We also regularly partner with non-governmental organisations (NGOs) when providing disaster relief or support- ing research around the world. Through these actions, we are aligning with global climate objectives and taking proactive measures to contribute to a more sustainable, resilient future. Gabriel Baertschi Chief Executive Officer April 2024 7

GRÜNENTHAL RESPONSIBILITY REPORT 2023 GRÜNENTHAL’S CORPORATE RESPONSIBILITY PROGRAMME » CORPORATE RESPONSIBILITY is at the core of our business strategy and culture. We want to create a net-positive impact for patients, employees, partners and wider society. And we want to reduce the negative impact of our operations on the environment. Our approach to responsibility and sus- tainability reporting is in accordance with the latest Global Reporting Initiative (GRI) Standards (2021) and the 10 principles of the United Nations Global Compact, of which the Grünenthal Group became a member in 2021. 10 To make this happen, we have established our holistic corporate responsibility pro- gramme (the ‘Corporate Responsibility Programme’). It includes Impact Initiatives with ambitions and key performance indi- cators to measure our progress. In addition, our performance is regu- larly assessed by an independent rat- ing agency according to environmental, social and governance (ESG) criteria. In June 2023, Grünenthal received its latest ESG rating, which certifies us as “low risk” until at least the end of 2024 or respectively until the next rating. Our best-ever rating recognises us as one of the top performing companies in our industry rated by Sustainalytics, based on our ESG risk rating score. It confirms our ESG leadership position, placing us in the top two percent of the pharma- ceuticals subindustry, ahead of our key peers.1 We continually review our ESG risks and look for targeted opportunities for improvement. EcoVadis, the world’s largest sustaina- bility ratings company, recognised our strong commitment to environmental and social responsibility by awarding Grünenthal a silver medal in December 2022. « 1 Sustainalytics ESG Risk Rating Report of Grünenthal Pharma GmbH & Co. KG, incl. ESG Risk Rating Distribution, status June 2023

rating with even stronger scores than in the previous year, with low ESG risk overall, while managing ESG risks in a strong way. · Continued annual cycle of · Ambitions from Responsi- collecting data for reporting. bility Report 2022 ‘on track’ or restated to maximise impact. » What we achieved in 2023 « · Top two percent ESG risk · Formal commitment to set near-term company-wide emission reduction targets in line with the Science Based Targets initiative (SBTi). GRÜNENTHAL RESPONSIBILITY REPORT 2023 12 Our excellent ESG rating is a testament to our strong risk and governance approaches. Sebastian Köhler General Counsel

Grünenthal’s Corporate Responsibility Programme » The four modules of our Corporate Responsibility Programme « I II IV Fields of Action Our fields of action are focused on compliance, ethics and transpar ency, the patients we serve, the people we work with and the planet we depend on. We have established internal work streams and responsibilities regarding the management of these fields of action as well as regarding the corresponding material topics. This includes setting targets and key performance indicators (KPIs) to measure our progress. Ethical Framework Our strict ethical framework provides us with guidance in areas where there is an absence of well-defined legal regu- lations. Examples include our Bioethics Framework and our Data Ethics Frame- work (see chapter ‘COMPLIANCE, ETHICS AND TRANSPARENCY’ ). III ESG Governance Our comprehensive ESG governance system ensures that we constantly con- duct our business in ways that align with our belief in decent entrepreneur- ship. Our cross-functional Corporate Responsibility Board drives the ongo- ing implementation and further devel- opment of our Corporate Responsibility Programme. 15 ESG Risk Management Managing risks is an essential aspect of acting responsibly as a corporation. We cluster potential risks into the established sustainability categories: environmental, social and governance – or ‘ESG’. Our performance in ESG Risk Management is regularly reflected in an external rating by Sustainalytics.

GRÜNENTHAL RESPONSIBILITY REPORT 2023 16 STAKEHOLDER DIALOGUE GRI 2-29 » We operate in a dynamic environ- ment with a large number of diverse stakeholder groups with widely varying demands. We aim to be a reliable and trustworthy partner. Acting as a good corporate citizen with strong ethics supports our efforts to attract talented employees and fulfil the expectations of our investors, shareholders and other stakeholders. For this reason, it is impor- tant for us to engage our key stakehold- ers in a continuous dialogue. healthcare organisations As part of our materiality analysis in 2021 and 2022, we identified core stakeholder groups that have a particularly strong influence on Grünenthal or who are par- ticularly impacted by Grünenthal. These stakeholder groups were validated and further refined in 2023: · Patients and patient organisations · Employees · Healthcare professionals and · Payers · Governments, policymakers and regulators · Investors · R&D partners · Industry business partners · Suppliers · Communities Our analysis of stakeholder engage- ment in 2023 enabled us to gather rele- vant information about each stakeholder group. These insights were collected by the Grünenthal counterparts and main contact partners for each stakeholder. We aim to gain a solid understanding of the most important topics for our vari- ous stakeholder groups. Our analysis enables us to directly address the issues discussed and continually increase the relevance of our engagement with our main stakeholder groups. « Patients and patient organisations » Patients are the focus of our compa- ny’s mission and vision. We collaborate closely with patients, caregivers and patient organisations to understand their needs and expectations. By integrating their insights into our work, we ensure that our healthcare solutions have the greatest positive impact on their lives. For example a patient advisory group has co-designed the patient preference study for our development asset resin- iferatoxin (RTX), to ensure that this new innovative pain treatment meets the needs of patients. Our efforts in 2023 also led to an increased number of col- laborations with patient organisations, as well as advances in assessing and man- aging pain. We support the implementation of the International Classification of Diseases (ICD)-11 from the World Health Organiza- tion with its specific codes for pain. This enables better assessment of pain and its management. Through ongoing col- laboration and innovation, we continue to empower patients and improve health- care outcomes, such as healthy sleep or increased mobility. « Resources for patient engagement Close partnerships with pain patients, caregivers and patient organisations are key factors that help us develop innovative medi- cines that address unmet medical needs. As part of this approach, we cre- ated a community on our global company intranet in June 2023 called PEER – Patient Engagement Excellence Resources. It provides a central hub for Grünenthal’s patient engagement activities and initiatives. It is available for all Grünenthal employees, and offers a central space for sharing best practice and providing guidance to strengthen patient engage- ment worldwide. This supports our efforts to create effective patient partnerships and measure their impact.

Grünenthal’s Corporate Responsibility Programme Our international osteo arthritis patient voice panel We work closely with patients and patient groups to better understand the needs of people with chronic pain. As part of this approach, we have established a patient voice panel related to osteoarthritis in 2023. Pain associated with osteoarthritis of the knee is the target indication for one of our most promising assets in R&D, resiniferatoxin (RTX). The panel com- prises twelve people from Europe and the US, including representa- tives from patient organisations and individual patient experts. The group is providing consultancy on various projects related to RTX and gives valu- able feedback on existing and poten- tial future patient education activities. Employees » 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-mak- ing and provide clarity to our teams around the world about how we want to work together to achieve successful out- comes for our company and our patients. We strive for a performance culture and ensure clarity through individual prior- ities linked to our annual Group Score- card. Employees are regularly informed about our performance and corporate priorities through Town Hall presentations, local events and news published on our global intranet. Two-way dialogue and employee feedback is encouraged and supported through regular performance evaluations, employee satisfaction sur- veys and 360-degree leadership feed- back surveys. Employees can also tell us anonymously what they think about our culture and leadership approach through our Great Place to Work® survey, which we run every two years. « Healthcare professionals and healthcare organisations » Healthcare professionals (HCPs) are the cornerstone of patient-centric care. They are key decision-makers who pro- vide personalised care to patients. We focus on providing them with education, including Continuing Medical Educa- tion (CME), that supports their efforts to ensure the best possible care. For exam- ple, in 2023, we provided an educational grant to Medscape for the independ- ent development and delivery of a CME accredited educational programme that is related to the responsible use of pain medicines. Our educational initiatives give HCPs information about advances in pain management to support them in making well-informed treatment deci- sions. We also interact with HCPs via roundtables, symposia and partnerships to gain a deep understanding of unmet medical needs, as well as to optimise dis- ease management strategies together and contribute to scientific exchange. By fostering transparent interactions and providing accurate information about licensed medicines, we are upholding our commitment to ethical healthcare prac- tices. We aim to equip HCPs with the latest medical knowledge – to enhance patient care and treatment outcomes. « Payers » We foster collaboration with pay- ers, including governments and med- ical insurance systems. In this way, we aim to ensure sustainable access to vital medicines for patients in need. Our work contributes to improving healthcare out- comes by engaging in dialogue about supplying critical treatments, address- ing unmet medical needs and receiving fair reimbursement for our therapies. « Governments, policymakers and regulators » In all of our business activities, we aim to ensure patient safety and to comply with global supranational and national regulations. We maintain constructive, scientific dialogue with regulators to align our scientific development programmes for marketing authorisations as well as our regulatory maintenance activities with regulatory requirements. As part of our regulatory activities, we share data with competent authorities at regular intervals. This includes sharing periodic safety update reports or annual reports. 17

GRÜNENTHAL RESPONSIBILITY REPORT 2023 18 accelerated the launch of new medicines in areas that are not covered by Grünen- thal, expanding our reach and laying the foundation for longer and more extensive collaborations. These partnerships ena- ble our products to reach more patients around the world, turning Grünenthal into a truly global organisation within the pharmaceutical industry. « Suppliers » We want to continually foster mutu- ally beneficial relationships with our sup- pliers. We recognise the wide-ranging impact that actions have within complex and interconnected global supply chains. Through regular third-party risk assess- ments, face-to-face meetings, virtual meetings and industry conferences, we engage in dialogue about securing sup- ply, understanding suppliers’ needs and supporting business growth. Discus- sions primarily revolve around uphold- ing standards for service, quality, ethics, environmental management, and social aspects in our supply chain – in line with our vision and values. « These aggregate reports ensure that the competent authorities get regular over- views of Grünenthal’s products in relation to different topics such as patient safety or the progress of certain programmes or activities. Through national and suprana- tional trade associations, Grünenthal also takes part in policy dialogue with govern- ments and policymakers about new reg- ulations and requirements which industry tries to keep harmonised globally. « Investors » Our company’s management and Investor Relations team held regular and constructive dialogue with banks, exist- ing and potential debt investors and rat- ing agencies during 2023. « » We provide objective information about our strategy, financial perfor- mance, R&D and ESG activities via quar- terly results calls, meetings and confer- ences. These engagements foster trust, while also enabling investors and rating agencies to assess our company’s finan- cial risk. Our efforts have fostered share- holder support for the execution of our long-term vision and strategy, and we have enhanced our focus on ESG matters within stakeholder engagement activities. Our financial performance and strategy execution have helped Grünenthal to successfully maintain access to interna- tional capital markets. « R&D partners » In 2023, we focused on advancing innovative science and addressing unmet patient needs through strategic part- nerships with clinics, Contract Research Organisations, academic institutions and biotech partners. By collaborating closely with these key stakeholders, we accel- erated the development of life-chang- ing medicines and optimised clinical trial processes. Through green phar- maceutical development processes, we achieved cost savings, enabled innova- tive solutions and optimised outcomes for patients – while also reducing the CO2 footprint of our R&D activities. « Industry business partners » Our strategic alliances with industry business partners play a crucial role in improving patients’ access to our medi- cines worldwide, while also driving busi- ness growth. We select partners who align with our ethical values and we work together in line with our corporate com- pliance guidelines. Our dialogue activities in 2023 focused on establishing a net- work of partners for products that we have recently acquired through mergers and acquisitions, expanding the reach of our portfolio and pipeline to new geog- raphies, supporting our partners’ opera- tions, and ensuring an uninterrupted sup- ply of quality medicines. We also engaged in extensive dialogue with advisors, inves- tors and other key stakeholders to source and evaluate new product acquisitions. We strengthened relationships and

Communities » In 2023, we lived up to our commit- ment to responsible corporate citizen- ship by engaging with our local commu- nities and sending donations for disaster relief. We provided support for national and international aid organisations, while also entering into cooperative activities related to donating medical supplies. Grünenthal has a long tradition of pro- moting access to palliative care in Europe and Latin America, In 2023, we continued this tradition through donations and local projects with trusted partners. With the Grünenthal Foundation for the Support of Thalidomide-affected People, we want to stay engaged with and support people affected by this drug and help enhance their quality of life. In 2023, we estab- lished the “Dialogforum Contergan” in partnership with the German Association of Thalidomide-affected people. It facili- tates and provides a formal platform for regular, ongoing dialogue and supports projects for affected people. « Grünenthal’s Corporate Responsibility Programme Aachen’s Lord Mayor visited Grünenthal’s headquarters in September 2023 (from left to right): Dieter Begaß, Head of Economic Development of the city of Aachen, Florian Dieckmann, Head Global Corporate Affairs & Communication Grünenthal, Sibylle Keupen, Lord Mayor of Aachen, Fabian Raschke, CFO Grünenthal. 19

GRÜNENTHAL RESPONSIBILITY REPORT 2023 · Prosalud Chile · Asociación Nacional de Empresa- rios de Colombia (ANDI), Colombia · Asociación de Laboratorios Farmacéuticos de Investigación y Desarrollo (AFIDRO), Colombia · Corporación de la Industria Farmacéutica de Investigación (IFI), Ecuador · Cámara Nacional de la Industria Farmacéutica (CANIFARMA), Mexico · Asociación Nacional de Laborato- rios Farmacéuticos (ALAFARPE), Peru In the USA · Osteoarthritis Action Alliance (OAAA) – a national coalition of concerned organisations mobilised by the Arthritis Foundation and the Centers for Disease Control and Prevention (CDC) · Osteoarthritis Research Society International (OARSI) 20 » Membership associations « GRI 2-28 In addition to maintaining ongoing dialogue with our stakeholders, we are involved in many industry and sector associations. These include: Internationally · International Federation of Pharmaceutical Manufacturers & Associations (IFPMA) · International Society for Pharma- ceutical Engineering, Inc. (ISPE) · International Trademark Association (INTA) · Interpat - The biopharmaceutical · United Nations Global Compact In Europe Intellectual Property think tank industry association Portugal Pharmaceutical Industry (ABPI) · European Federation of Pharmaceutical Industries and Associations (EFPIA) · Apifarma, national pharma · Association of the British · Deutsche Gesellschaft für Palliativmedizin e. V. · Deutsche Gesellschaft für Regulatory Affairs e. V. (DGRA) · Deutsche Gesellschaft für Schmerzmedizin e. V. (DGS) · Deutsche Schmerzgesellschaft e. V. · Deutsche Schmerzliga e. V. · Farmaindustria, national pharma · German Lobby Register, Lobby- industry association in Spain ing Register for the Representation of Special Interests vis-à-vis the German Bundestag and the Federal Government Association (IPHA) · Irish Pharmaceutical Healthcare · Läkemedelsindustriföreningen (Lif), the trade association for the research-based pharmaceutical industry in Sweden · Legemiddelindustriforeningen (LMI), the Association of the Pharma ceutical Industry in Norway · Max-Planck-Gesellschaft · Paul-Ehrlich-Institut ( Federal Institute for Vaccines and Biomedicines) · Pharma.be · SecurMed UK · Verband der chemischen Industrie e. V. · Verband Forschender Arzneimittelhersteller e. V. (vfa) · Vereniging Innovatieve Genees- middelen (The Dutch Association for Innovative Medicines) In Latin America · Associação das Indústrias Farmacêuticas de Pesquisa (INTERFARMA), Brazil · Sindicato da Indústria de Produtos Farmacêuticos ( SINDUSFARMA), Brazil · Cámara de Medicamentos de Venta Directa (Cameved), Chile

MATERIAL TOPICS ESG management approaches and materiality analysis GRI 3-1, GRI 3-2, GRI 3-3 » Our responsibility and sustainability activities were developed through dia- logue, analysis of our impact on people and nature, and analysis of actual and potential ESG impacts on our business. Procedure for the materiality analysis In 2022, we conducted the materiality analysis based on the ‘double material- ity’ concept and assessed all the impor- tant strategic and operational topics within Grünenthal and its environment. Mirroring the findings in a central mate- riality workshop and strategic analysis phase, the ‘double materiality’ of top- ics was assessed. This meant analys- ing both (i) their impact on Grünenthal’s business activities (‘financial materiality’) and (ii) the impact of Grünenthal’s busi- ness activities on the sustainability topics (‘impact materiality’). In 2023, we critically evaluated our mate- rial topics and others in consideration on both the financial and the impact mate- riality perspective. We also considered the perspective of our stakeholders in the process. The topics were validated in this assessment and largely remain unchanged. However, two formal changes occurred in comparison to the 2022 list of mate- rial topics. First, with the aim to improve the efficiency in managing our material Grünenthal German Sales Division in Stolberg Grünenthal’s Corporate Responsibility Programme topics and the connected work streams, we merged some of the related topics, especially in the field of action “People”. Second, in preparation for future report- ing requirements according to the Cor- porate Sustainability Reporting Directive (CSRD), we re-named some of the topics to mirror the connected reporting stand- ards (ESRS) terminology. For details, see the section “Materiality matrix” below. Our Corporate Executive Board validated the final definition and understanding of the material topics during 2023. To gain a holistic understanding of the topics’ impact and our impact on the topics, we analysed the identified topics regarding their relevance in our value chain. Like this, we were able to identify the specific points in our value creation process where these topics are most relevant. We also defined which parties, inside or outside Grünenthal, may be affected or should be involved or con- sidered when setting goals and designing measures for the material topics. In our materiality analysis, we reviewed all of the important topics grouped in our four fields of action (see infographic below). These form the framework of our responsibility and sustainability activities. For the reporting period 2023, the four fields of action are · Compliance, Ethics and Transparency, · Patient, · People and · Planet. « 21

GRÜNENTHAL RESPONSIBILITY REPORT 2023 Compliance, Ethics and Transparency » It is essential to our business to ensure highest standards of compliance, ethics and transparency. These are the founda- tion of our business and shape our every- day operations. « Patient People » Grünenthal’s focus on patients is at the core of our sustainability approach. For patients suffering from pain, the responsible use of pain medication can be life-changing. As a leader in pain management, we educate healthcare professionals and patients about how to use medicines responsibly and raise awareness about pain while developing new medicines for unmet medical needs. Access to appropriate pain treatment is a basic human right and we aim to increase the accessibility of current treatments. « » The “People” field of action includes key topics related to our workforce, such as health and safety, their level of engagement, as well as the diversity of our organisation and its attractiveness to potential employees. « Planet » The field of action “Planet” encom- passes all of the topics related to the responsible use of resources and our impact on climate, including our supply chain. « 22 » Our nine material topics within four fields of action « t i e n t a P Fields of action S ance and safety pain medication · Responsible use of · Product govern · Responsible inno- · Awareness and vation accessibility People · Own workforce · Attractive employer C o m a p n s n a a p r c T r l i G n d , a c h s c E t y e e n i et n Pla E · Responsible use of resources · Climate change · Business conduct Material topics Material topics

Grünenthal’s Corporate Responsibility Programme PATIENT PEOPLE PLANET n o i t c a s n o i t p i r c s e d f o s d e F l i d n a s c p o t l i a i r e t a M COMPLIANCE, ETHICS AND TRANSPARENCY · Business conduct Maintaining excellence in the areas of compliance, ethics and transparency – grouped under Business conduct – is at the core of our daily business. We operate in line with high ethical stan- dards and continuously strive for excellence. · Responsible use of pain medication Our approach to the responsible use of pain medication is built on three pil- lars that form the basis of our business relationships: strict gover nance, close involvement of our business part- ners, and education on pain and pain medication for healthcare professio- nals and patients. · Product governance and safety Product quality and safety are particularly important in the pharma- ceutical industry. We place the highest demands on the quality and safety of our products and processes and apply intensive risk management and control strategies along all steps of our production. · Responsible innovation Through our innovation activities, we hope to address unmet pain in under- served populations through better use of human data. Our Bio ethical Framework for Research provides go- vernance for the development of safe and effective treatments for pain. · Awareness and accessibility Raising awareness of pain and ena- bling access to pain medication is a core focus for us. Our goal is to ensure that pain is acknowledged as a dis ease in its own right and that patients suffering pain have access to appro- priate medicines and treatments. · Own workforce This material topic captures a variety of important factors that affect our workforce. These include Human capital fairness (which covers the health and safety of our employees), Emp- loyee engagement, and Equity, Diversity and Inclusion. · Attractive employer We want to create the best possible conditions for our employees – in their working and personal environment. We pro vide an environment where people can thrive in rich and varied roles, while also offering growth opportunities and an extensive range of benefits. · Responsible use of resources The responsible use of resources limits our impact on the environ- ment. We place a strong focus on energy and water consump- tion, as well as the handling of production waste. · Climate change 1 We want to better understand the impact on climate change of our business operations and supply chain and take action to reduce it. We measure our corporate carbon footprint and set targets for reducing CO2 emissions. 23 1 previously “Our impact on climate”

GRÜNENTHAL RESPONSIBILITY REPORT 2023 24 Materiality matrix » Our materiality assessment identified topics where we have the most poten- tial to create a positive impact for stake- holders and society, and which entail the biggest risks and opportunities for our company. In 2023, we analysed the impacts as well as the risks and opportunities associ- ated with all previously determined key topics. The topics reported for the period 2022 scored highest in materiality in 2023 again. However, in anticipation of the Corporate Sustainability Reporting Directive (CSRD), we cluster the topics under the new terminology of the Euro- pean Sustainability Reporting Standards (ESRS) where possible. Compliance, Ethics and Trans parency: Business conduct is a key factor in earning trust and gaining access to the market for Grünenthal. Financial materiality is high for this topic because it has a significant impact on the costs and barriers to market entry, as well as our corporate reputation. Social materiality is also high for this topic because it influ- ences the fair and transparent access to pharmaceutical products worldwide. materiality due to the direct effects on efficient healthcare resources through better and faster treatments, and a social impact through improve- ments in the overall health situation. Responsible innovation is important in the Patient field of action. It can improve the speed of discovery and development cycles, meaning that patients can access better therapies more quickly. It also means that these therapies can contrib- ute to broader patient sales bases – with potential positive reputational effects. This leads to both a high financial materiality and high materiality impact for this topic. Product governance and safety is also of great importance for Grünen- thal. The topic scored highly with regard to its financial materiality because it is paramount for Grünenthal to ensure safe and high-quality products, while adhering to regulatory process guide- lines. The material impact is also impor- tant due to the risks involved in develop- ing and producing pain medication – for which Grünenthal operates extensive risk management and control strate- gies. Our company’s business is rooted in the positive impact that our prod- ucts have on patients’ lives and the role that we play by pursuing our vision of a World Free of Pain. In the Patient field of action, both Awareness and accessibility and Responsible use of pain medication scored high levels of financial material- ity due to the effects on safeguarding our company’s positioning and reputa- tion (‘A World Free of Pain’). These top- ics also scored high levels of impact In the People field of action, the finan- cial materiality is high for two top- ics: Own workforce and Attractive employer. These material topics have direct effects on personnel costs, pro- ductivity rates, personnel retention rates, recruiting costs, size of employee base and employer reputation. Own workforce combines the three previous material topics Human capital fairness, Employee engagement, and Equity, Diver- sity and Inclusion. This change moves the terminology for our material topics closer to the terminology of the European Sus- tainability Reporting Standards (ESRS). All targets, measures and management approaches are now maintained and organised under Own workforce. This simplifies our reporting approach and workstreams. In the Planet field of action, our two material topics are Responsible use of resources and Climate change. Pre- viously, we pursued three material top- ics. In 2023, we integrated all aspects related to the material topic of our over- arching Environmental excellence strat- egy into these two remaining material topics. Our efforts to drive progress for these two topics have a significant influ- ence on our company’s access to capital, the cost of capital and all ongoing cap- ital expenditure – especially for energy sourcing, environmental risk mitigation and access to energy. On the double materiality matrix (see graphic), these capital-related factors define the finan- cial materiality of these topics. Grünen- thal’s potential influence on the environ- ment defines the materiality impact of these topics. When mapped according to the rele- vance of their respective financial and impact materiality, Grünenthal mate- rial topics 2023 create the following matrix. «

Grünenthal’s Corporate Responsibility Programme Grünenthal‘s double materiality matrix e m m a r g o r P G S E f o y t i l a i r e t a m l i a c n a n F i ) l a h t n e n ü r G r o f t c a p m i e n i l m o t t o b d n a e n i l p o t e v i t i s o P ( l a i r e t a m t n a t r o p m i Own workforce (incl. Employee engagement, Equity, Diversity and Inclusion, Human capital fairness) Attractive employer Product governance and safety Business conduct Awareness and accessibility Responsible use of pain medication Responsible use of resources (incl. Environmental excellence strategy) Climate change (incl. Environmental excellence strategy) Responsible innovation 25 Public and political advocacy Privacy and data security Tax Biodiversity Community engagement and support important material Impact materiality of ESG Programme (External impacts and risks of Grünenthal’s business activities on environment, people and society) Grünenthal’s material topics within our fields of action: Patient Compliance, ethics and transparency People Planet

GRÜNENTHAL RESPONSIBILITY REPORT 2023 In addition to this, we have mapped the Grünenthal material topics 2023 according to their relevance within the Grünenthal value creation process as shown below. Grünenthal’s value creation process and mapped span of material topics Grünenthal’s core business activities Input services & products Sourcing Research & development Manufacturing 26 Business conduct Product governance and safety Responsible innovation Own workforce Attractive employer Our impact on climate People Planet Grünenthal’s material topics within our fields of actions: Compliance, ethics and transparency Patient

GRÜNENTHAL RESPONSIBILITY REPORT 2023 United Nations Sustainable Development Goals » We want to continuously improve and optimise our ESG performance. To achieve this, we have set ambitious targets for each of our material topics. These targets can be found through- out this report, on the opening pages for each relevant chapter. « Grünenthal’s contribution to the 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 pharmaceuti- cal company, we are committed to sup- porting the SDGs in line with our busi- ness strategy. We particularly contribute to SDG 3, which aims at ensuring healthy lives and promoting wellbeing for all. « 28 SDG 3: Good Health and Wellbeing » Pain is a huge burden for patients, their families and society as a whole. As a leader in pain management, we help to educate patients and healthcare profes- sionals on how to use pain medication responsibly for ensuring the best possi- ble impact for the patient. We also raise awareness and increase access to avail- able treatments, while developing new medications for unmet medical needs in order to improve the quality of life for patients worldwide. Through our business operations and ongoing activities, we also make essential contributions to the following SDGs: « SDG 8: Decent Work and Economic Growth » People thrive in a healthy environment. For this reason, we take action to care for the wellbeing of everyone who works at Grünenthal. We have established an inspiring place to work and develop, in an open and inclusive atmosphere with fair employment practices. We are certified as a Great Place to Work® at 24 entities in 19 countries, including our headquarters and all of our production sites. We aim to maintain high levels of engagement at Grünenthal by providing a working envi- ronment where all employees feel val- ued, respected and empowered to reach their full potential and bring great ideas to the table. «

Grünenthal’s Corporate Responsibility Programme SDG 9: Industry, Innovation and Infrastructure SDG 12: Responsible Consumption and Production SDG 13: Climate Action » We conduct our business responsibly, which means legally, ethically, respect- fully and sustainably. This approach cov- ers everything we do, from selecting sup- pliers and how we treat our employees to production conditions and marketing and sales practices. Our dedicated respon- sibility initiatives, such as our zero waste to landfill programme, energy and water efficiency programmes and consumption targets help us focus our efforts to con- tribute to the achievement of SDG 12. « » We need solutions that address huge unmet needs in pain management. This is why a large part of our revenue is rein- vested into R&D each year – at a level that is well above the industry average. Through our funding programmes such as the EFIC-Grünenthal Grant and the Brain, Mind and Pain Grant (BMP Grant) for patient-centred innovation, we sup- port scientists in carrying out innova- tive clinical pain research. We have filed around 200 priority patent applications in the last 10 years. On top of this, we lev- erage modern technologies to improve outcomes 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. « 29 » We have established several initia- tives to reduce the environmental impact of our business. These initiatives ensure that we use resources more sustainably, avoid waste in our operations wherever possible, and switch to renewable and low-carbon energy. As part of our ongoing commitment to environmental responsibility, we engage in a meticulous process for greenhouse gas inventory. This is a vital step for under- standing and mitigating our carbon foot- print. We recently joined forces with the Science Based Targets initiative (SBTi) to substantiate our climate ambitions. This collaboration supports our commitment to establish ambitious but achievable near-term targets for the reduction of Scope 1 and 2 greenhouse gas emissions. For Scope 3, we intensify our efforts to increase sustainability among our sup- ply chain by working closely with our suppliers. These concerted actions align Grünenthal with global climate objec- tives and ensure that we take proactive measures to contribute to a more sus- tainable future. «

GRÜNENTHAL RESPONSIBILITY REPORT 2023 GOVERNANCE STRUCTURE GRI 2-1, GRI 2-9, GRI 2-11 Embedding sustainability in the organisational structure GRI 2-12, GRI 2-13, GRI 2-14, GRI 2-17 » To develop a strong corporate respon- sibility governance structure, we have established a Corporate Responsibil- ity Board (the ‘Corporate Responsibil- ity Board’). It ensures the consistent Grünenthal-wide and localised imple- mentation, enforcement and moni- toring of our Corporate Responsibil- ity Programme. In 2023, the Corporate Responsibility Board was chaired by the Chief Responsibility Officer. Moving forward, the role of the Chief Responsibility Officer has expanded to Global Compliance & Responsibility Officer from January 2024 on. In addition, the Advisory Board (Beirat) is regularly informed about the plans and progress of the Corporate Responsibility Programme. Members of the Board act as represent- atives for our Corporate Responsibility Impact Initiatives, as well as representa- tives for relevant business functions. The Corporate Responsibility Board reports directly to the Corporate Execu- tive Board in regular reporting and coor- dination updates, and at any other time if needed. The Corporate Executive Board is in constant exchange with the Cor- porate Responsibility Board and is per- manently involved in the development, adoption and updating of all relevant strategies, policies and goals regarding sustainability at Grünenthal. Our Corporate Responsibility Pro- gramme’s continuous improvement and development is the key duty of the Cor- porate Responsibility Board. It serves as a decision-making body and sounding board for all questions, issues, matters and targets related to Corporate Respon- sibility at Grünenthal. It also organises all of the necessary structures throughout the Grünenthal Group to ensure stable sustainability governance. The Corporate Responsibility Board manages and fosters continual dialogue with external and internal stakeholders, sets ambitious sustainability targets and ensures transparent reporting. « 30 Hannah Engels, Global Compliance & Responsibility Officer, appointed 1 January 2024.

Grünenthal’s Corporate Responsibility Programme Resources » Composition of the Corporate Responsibil ity Board in 2023 « · Chief Responsibility Officer (Chair) · Head of Global Human · Head of Corporate Strategy · Head of Global Communication · Head of Research · Head of Drug Safety and Qual- ified Person Responsible for Pharmacovigilance (QPPV) · Head of Manufacturing Latin America & API and Global Manufacturing Operations · Joint Venture Integration Lead/CEO Grünenthal Meds · Head of Commercial Controlling · Head of Global Portfolio Commercialisation · Commercial Responsibility & Business Ethics Officer The ultimate parent company of the Grünenthal Group » The ultimate parent company (Grünen- thal Pharma GmbH & Co. KG) of the Grünenthal Group is a limited partner- ship (Kommanditgesellschaft) incorpo- rated under the laws of Germany, with a limited liability company (Gesellschaft mit beschränkter Haftung) as general part- ner incorporated under the laws of the Principality of Liechtenstein, and which has its corporate seat in Aachen, Ger- many (the ‘Ultimate Parent Company’). It wholly owns Grünenthal GmbH. The Ulti- mate Parent Company serves as a hold- ing company, while Grünenthal GmbH is the entity that is active in the pharmaceu- tical business. « Grünenthal GmbH » Grünenthal GmbH is a limited liability company (Gesellschaft mit be schränk- ter Haftung) organised and existing under the laws of Germany and has its corporate seat in Aachen, Germany (the ‘GmbH’). The GmbH was incorpo- rated in 1946 under the name Chemie Grünenthal GmbH. « Dual governance structure » Both the Ultimate Parent Company and the GmbH have a dual manage- ment system characterised by a separa- tion of personnel between the manage- ment and supervisory bodies, as further explained below. « The Advisory Board » Both the Ultimate Parent Company and the operational GmbH have an advisory board (Beirat) in place. The limited part- ners of the Ultimate Parent Company (the ‘Shareholder’) and the shareholder of the GmbH, respectively, elect the members of their relevant advisory board (Beirat). The members of the advisory board of the Ultimate Parent Company and the advi- sory board of the operational GmbH (the ‘Advisory Board’) have to be identical. The Advisory Board appoints the GmbH’s managing directors (Geschäftsführer), who form the Corporate Executive Board (the ‘Corporate Executive Board’), and advises and controls the Corporate Executive Board. The managing directors (Geschäftsführer) regularly report to the Advisory Board on the financial situation of the Group, and on matters relating to the business situation of the Group, the management’s plans, important occur- rences and matters, and on the Group’s performance. « 31

GRÜNENTHAL RESPONSIBILITY REPORT 2023 32 » The Advisory Board approves the measures of the Corporate Executive Board if required by the Articles of Asso- ciation of the GmbH and the partnership agreement of the Ultimate Parent Com- pany. For example, certain significant actions, including acquisitions, material licence deals and material investments or fundamental strategic matters of the Group, where they lie outside the usual course of business, require the approval of the Advisory Board. The Advisory Board has an audit com- mittee (Prüfungsausschuss) and a per- sonnel committee (Personalausschuss). It may establish any other committee if it decides to do so. The members of the Advisory Board con- sist of five external voting members (the ‘Voting Members’) and four consulting/ non-voting members (the ‘Non-Voting Members’). One Voting Member of the Advisory Board is female and the other four Voting Members are male. Three of the Non-Voting Members are female and the other Non-Voting Member is male. The Voting Members comprise members with long-standing experience in senior positions from relevant industries such as pharmaceuticals, consumer goods, advertising, legal, human resources and auditing. The Non-Voting Members are Shareholders or family members of the Shareholders. For further information please refer to our website: The Corporate Executive Board » As a limited liability company, the GmbH is managed by its managing directors (Geschäftsführer), who are appointed by the Advisory Board and who together form the Corporate Executive Board. The Corporate Executive Board is the senior leadership decision body of the Group. According to the Articles of Associa- tion of the GmbH, if only one managing director has been appointed, he or she shall represent the GmbH alone. If more than one managing director has been appointed, the issuer shall be represented by two managing directors jointly or by one managing director and one author- ised representative (Prokurist) jointly. The managing directors (Geschäftsführer) regularly report to the Advisory Board as described in above section, ‘The Advisory Board’. There is regular reporting on eco- nomic, environmental and social issues as well as on ESG Risk Management. « https://www.grunenthal.com/en/ company/supervisoryboard https://www.grunenthal.com/en/ company/leadership Election of the Advisory Board members GRI 2-10 The limited partners of the Ultimate Par- ent Company (the ‘Shareholders’) and the shareholder of the GmbH, respec- tively, elect the members of their rele- vant advisory board (Beirat). In accord- ance with the partnership agreement of the Ultimate Parent Company, the mem- bers of the advisory board of the Ultimate Parent Company and the advisory board of the operational GmbH (the ‘Advisory Board’) have to be identical. The Vot- ing Members of the Advisory Board are elected by a simple majority. For the elec- tion of persons who are shareholders, a majority of two thirds is required. «

Performance evaluation and remune ration determination of the Corporate Executive Board appointing Corporate Executive Board members for a maximum of three years for the first term. GRI 2-18, GRI 2-19, GRI 2-20 » According to the Company’s bylaws, our Corporate Executive Board members’ terms of office can be up to five years. Re-appointments are possible. Our Advi- sory Board has adopted the custom of The objectives of the Corporate Execu- tive Board members reflect the measures of success according to the company objectives, such as pipeline progress, profit and revenue, debt payback and organisational development. Grünenthal’s Corporate Responsibility Programme The remuneration elements include both a fixed and variable part. All elements are benchmarked against the market median for peers in the EU pharma industry (for example turnover, number of employ- ees, R&D) and are based on advice from external experts. The variable part of the remuneration is based on enterprise value creation, annual profitability and individual tar- gets related to organisational objectives (according to company scorecard KPIs). The Advisory Board has a Personnel Committee (Personalausschuss). This committee is responsible for preparing the resolutions of the Advisory Board on the appointment and dismissal of the members of the Corporate Execu- tive Board, as well as resolutions on the conclusion, amendment and termination of their employment contracts. The Per- sonnel Committee is made up of three members of the Advisory Board. The members of the Personnel Committee have long-standing experience in senior positions from relevant industries such as legal, human resources and auditing. All contractual elements are approved by the Personnel Committee. « 33 Grünenthal’s Corporate Executive Board: Gabriel Baertschi (CEO), Jan Adams, MD (CSO), Janneke van der Kamp (CCO), Fabian Raschke (CFO).

GRÜNENTHAL RESPONSIBILITY REPORT 2023 COMPLIANCE, ETHICS AND TRANSPARENCY 34 l a i r e t a M i c p o t BUSINESS CONDUCT 1 s n o i t i b m a · Continuous development of our stateoftheart Compliance & Ethics Framework. y t i l i i b a n a t s u s r u O 1 In anticipation of the Corporate Sustainability Reporting Directive (CSRD), we decided to adopt the new terminology of the European Sustainability Reporting Standards (ESRS) for our material topics, where possible. Therefore, the material topic of “Compliance, Ethics and Transparency excellence” has been renamed “Business conduct”. The content scope remains unchanged.

GRÜNENTHAL RESPONSIBILITY REPORT 2023 » KEY ACHIEVEMENTS IN THE MATERIAL TOPIC IN 2023 « 36 Business conduct · Implemented compliance policies and governance struc- tures in our new joint venture, Grünenthal Meds · Ranked suppliers based on an internal risk assessment; identified approx. 1 percent of our ESG-sensitive suppliers in 2023 as a potential high-risk · Conducted three anti-corrup- tion site assessments as part of our annual internal audit plan; no significant corruption risks identified · Found no confirmed cases of corruption · Assessed 5,405 business partners in third-party due diligence with 78 percent classified as low risk · Developed and started pilot phase of our Responsible Sourcing Programme · Began training procurement department in new ESG in-depth assessment for suppliers; approx. 9 percent of ESG- sensitive suppliers processed · Carried out a digital ethics and literacy training campaign for all employees · Developed global guidance for responsible and ethical application of Generative Artificial Intelligence, to be published in 2024 Lea Theimer, Compliance Liaison Grünenthal Meds, Arne Sprünken, Head Safety & Benefit Risk Medicinal Specialities

Compliance, Ethics and Transparency COMPLIANCE, ETHICS AND TRANSPARENCY 37 GRI 3-3 Business conduct » WE SEE IT as our fundamental respon- sibility to act with integrity and maintain high ethical standards in everything we do. Our aim is to build trust and give confidence to the patients, employees, partners and communities we serve. Our Compliance & Ethics Framework provides clear governance and structure for our actions and is built around our Code of Conduct. As a part of our double materiality anal- ysis, a thorough assessment of impacts, risks and opportunities associated with this topic has proven it to be a material topic (see chapter ‘ESG management approaches and materiality analysis, Material topics’ ). For us, Compliance, Ethics and Trans- parency – the main areas within Busi- ness conduct – go hand in hand. They are deeply anchored in our culture. For this reason, excellence in this area is a material topic for us. « » MAINTAINING EXCELLENCE in the areas of compliance, ethics and trans- parency – grouped under Business conduct – is at the core of our daily busi- ness. We operate in line with high ethi- cal standards and continuously strive for excellence. « COMPLIANCE » Our Compliance organisation is an integral part of Grünenthal’s business. Dedicated compliance officers serve on decision-making bodies across our organisation. Their independence is maintained through a direct reporting line to the Chief Responsibility Officer (from 2024: Global Compliance & Responsibil- ity Officer), who reports to the Corporate Executive Board and the Advisory Board. Ongoing and open dialogue at Grünenthal brings our global Compliance & Ethics Framework to life. This includes face-to- face training and workshops, remote and on-demand training, as well as day-to- day consulting. We manage our business partners based on internal analyses and risk-ratings, and we require them to act lawfully and with integrity in line with our framework. Our Ethics Helpline is acces- sible to our employees and external par- ties, including business partners and their employees, 24/7. They can use this tool to raise questions, concerns or doubts. Employees can find information about the Ethics Helpline in a dedicated Standard Operating Procedure, on Grünenthal’s intranet and on physical notice boards at our sites. External parties can find details on our corporate website. Having a robust Compliance & Ethics Framework integrated into Grünenthal’s business processes helps us to ensure that risks are identified and managed. In this way, we aim to avoid negative impacts on our company and its stakeholders. «

GRÜNENTHAL RESPONSIBILITY REPORT 2023 38 The Chief Responsibility Officer reports to the Corporate Executive Board and the Advisory Board on a regular basis and as needed. These reports provide detailed updates on training, healthcare interac- tions, audits, current developments and the status of alleged compliance inci- dents, as well as critical concerns. Both Boards are active decision-makers in issuing strategic directions regarding the Compliance Management System. At regional and local level, regular report- ing and consulting on compliance top- ics is ensured by the compliance officers. They are part of the regional and local leadership teams. Ethics committees meet as needed to decide on measures to be taken in cases where reported compliance inci- dents have been investigated and a vio- lation has been identified. Regional and local ethics committees take decisions regarding regional and local compliance incidents. The Global Ethics Committee is in charge of all compliance incidents that have a major impact, such as the involve- ment of senior management and systemic or impactful compliance violations. « Our global Compliance Management System G R I 2 -1 5, G R I 2 -1 6 , G R I 2 - 2 3, GRI 2-24, GRI 2-25, GRI 2-26 » Grünenthal has established a com- prehensive global Compliance Manage- ment System to manage risks related to compliance, business ethics and opioid responsibility. Our Compliance & Ethics Framework provides for a strong governance of the Compliance Management System. It is based on our Code of Conduct and includes a set of compliance policies with a focus on our key risk areas (see info- box). The Compliance & Ethics Frame- work relies on group-wide processes including obtaining approvals before engaging with healthcare organisations or healthcare professionals, reviewing promotional and non-promotional con- tent, and reporting and managing cases of non-compliance. Additional features are regularly added to keep the Com- pliance Management System up to date with the latest regulatory, political and social developments. Recent examples are the compliance policies on Political Involvement and Lobbying and the Use of Chat Platforms. « » Grünenthal’s global compliance policies « · Code of Conduct · Ethics Helpline · Anti-Corruption · Business Partner · Healthcare Interactions · Patients Interactions · Promotion and Marketing · Research & Development Compliance · Data Protection · Fair Competition · Dawn Raid · Code of Conduct for Business Partners · Anti-Money Laundering · Foreign Trade · Trade Secrets · Political Involvement and Lobbying · Use of Chat Platforms · Third Party Due Diligence Our Compliance Organisation » Grünenthal’s dedicated Compliance Organisation consists of a Chief Respon- sibility Officer (from 2024: Global Com- pliance & Responsibility Officer) and a team of compliance officers, as well as local compliance contacts. The Com- pliance Organisation is the central actor within our global Compliance Manage- ment System. It is responsible for advising and training our colleagues and business partners worldwide, and for conducting investigations into alleged compliance violations.

In addition to the Compliance & Ethics Framework, we have established a com- prehensive Opioid Responsibility Frame- work (see ‘Our Approach to the respon- sible use of pain medication’ in the ‘PATIENT’ chapter) to mitigate risks related to our product portfolio. « Code of Conduct and key compliance policies » Our Code of Conduct is the centre- piece of our Compliance & Ethics Frame- work. It lays out our high standards for legal, ethical and responsible business conduct, including topics such as con- flicts of interest, anti-corruption, human rights and data privacy. These basic prin- ciples on how we run our business oper- ations are detailed in our global compli- ance policies. Our business partners are handled according to our Business Part- ner Policy and, depending on the risk, are required to sign our Code of Conduct for Business Partners. Both of these policies are publicly accessible. https://www.grunenthal.com/en/ responsibility/complianceethics transparency Compliance, Ethics and Transparency 39 Grünenthal Corporate Hub office in Lisbon

GRÜNENTHAL RESPONSIBILITY REPORT 2023 · We made the confidential 24-hour Ethics Helpline available to ensure employee’s responsibility to promptly report any compliance issues, concerns, or misconduct. · We provided function-specific training, e. g., for customer-facing employees on critical topics such as the Responsible Use of Opioids Framework. · We conducted a risk assessment for all business partners engaged by the joint venture to ensure compliance along the value chain. The resulting mitigation strategy ensured full implementation of the Grünenthal Business Partner Due Diligence process including audits, training and a release process con- trolled by Compliance and Finance. Christoph Stolle, CEO Grünenthal Meds 40 Compliance at Grünenthal Meds At Grünenthal Meds, we aim to act with integrity and to conduct all of our business activities in compliance with applicable laws and regulations. Build- ing trust by implementing and maintain- ing the highest ethical standards from the outset gives our stakeholders con- fidence in us. While Grünenthal Meds only began its operations in Summer 2023, our state-of-the-art Compli- ance & Ethics Framework ensures the swift implementation of comprehen- sive compliance policies and govern- ance structures in any new venture within the Grünenthal Group. In particular, we executed the following measures on or before day one: · We implemented the Grünenthal Code of Conduct and distributed it to all employees. · We established all necessary supervisory bodies such as the Compliance Committee and the Responsible Opioids Usage Board. · We issued a bespoke Compli- ance & Ethics Onboarding Mod- ule to all employees to ensure they were adequately trained in group policies and procedures.

Compliance, Ethics and Transparency Communication and training » All new employees receive standard- ised online training on our Code of Con- duct and Compliance & Ethics Frame- work. On an annual basis, the Corporate Executive Board approves a training matrix that contains mandatory compli- ance training courses for all employees. These courses are target-group specific and cover key topics such as healthcare interactions, data privacy, business part- ner compliance and the use of social media. Additionally, there is training on topics that are identified as relevant locally such as local code requirements. Our compliance policies and all relevant training materials are available in several languages, including English, French, German, Italian, Portuguese and Spanish. To meet changing requirements, we are continually developing new training courses and updating existing ones. Our current portfolio consists of various train- ing formats (see infobox). Concrete figures on the two main train- ing courses related to Compliance, Eth- ical Behaviour and Anti-corruption – the Code of Conduct/Corporate Responsi- bility/Conflict of Interest (CCC) eLearn- ing and the Healthcare Interactions (HCI) training – can be found in the section ‘Ethical business within Grünenthal and its supply chain’. Training figures for our Opioid Responsibility Framework are reported in the ‘PATIENT’ chap- ter in the section ‘Our approach to the Responsible use of pain medication’. « » Our regular compliance training sessions « CCC eLearning: · Code of Conduct/Corporate Responsibility/Conflict of Interest Facetoface: · Anti-Money Laundering · Behaviour in case of a Dawn Raid · Business Partner Compliance · Case Handling · Compliance/Opioid Responsibil- ity@Commercial Partners Procurement · Compliance & Ethics in · Corporate Digital Responsibility · Data Privacy · Foreign Trade Compliance · Healthcare Interactions (HCI) · Onboarding Compliance Training · Opioid Responsibility · Promotional and Non-Promo- tional Content Creation and Management · Responsible Use of Chat Platforms · Supply Chain Act · Third Party Due Diligence · Trade Secrets · Remote Interactions Our whistleblowing process and disciplinary measures » Our employees are expected to report any behaviour that is not in line with our Code of Conduct, our compliance poli- cies, local laws and regulations, or pro- fessional or industrial guidelines and directives. Such reports can be made anonymously. Several reporting options are available for employees, and some are also open for external stakeholders such as business partners, local commu- nities and other third parties: 1. Speaking to a manager. 2. 3. Contacting HR, the Legal department, the Works Council or the Compliance Organisation. Using the Ethics Helpline, a web-based whistleblowing system that is comple- mented by a telephone hotline and available 24/7 in seven languages. Employees or external stakeholders can seek advice and raise concerns personally or anonymously. « 41

GRÜNENTHAL RESPONSIBILITY REPORT 2023 » Reported incidents will be investigated discreetly and neutrally by the Compli- ance Organisation following a plausibil- ity check and in accordance with appli- cable data protection laws. Depending on the possible impact of the allegations if substantiated, Global Compliance will inform the Corporate Executive Board and/or the Advisory Board on an ad-hoc basis. Both Boards are informed about all compliance investigations in the course of regular reporting. Other departments are involved where appropriate. The responsible local ethics committee or the Global Ethics Committee decides on the appropriate disciplinary and other meas- ures once an investigation has been con- cluded. Employees who raise reasonable concerns in good faith will be protected, and retaliation against such employees is treated as a compliance violation. There were no critical concerns during the reporting period. « 42 Compliance audits » Compliance audits are regularly con- ducted by the Internal Audit department, with detailed audit plans being approved by the Corporate Executive Board and by the Advisory Board for the upcoming audit period. In addition, the Internal Audit team also conducts audits as required in case of suspected irregularities. Furthermore, the Internal Audit team pre- pares spot checks on a variety of com- pliance topics. These spot checks are conducted as self-assessments on the implementation of various compliance measures (such as training, documenta- tion of business partner checks, approv- als of donations) by the respective com- pliance officers throughout the year. « Compliance with laws and regulations In the reporting year, there were no such cases. GRI 2-27, GRI 416-2 » In the reporting year, there was no significant case of non-compliance with laws and regulations. « Hannah Engels, Global Compliance & Responsibility Officer, Pia Klara Weckendorf, Head of Internal Audit

Compliance, Ethics and Transparency ETHICS Ethical business within Grün enthal and its supply chain » We are committed to conducting busi- ness in a legal, ethical and responsible manner. We have a strict Anti-Corrup- tion Policy, clear Social Supplier Stand- ards and a state-of-the-art framework for Corporate Digital Responsibility. « Anticorruption GRI 205-1, GRI 205-2, GRI 205-3, GRI 206-1 » Our Anti-Corruption Policy, our Health- care Interactions Policy and our Patient Interactions Policy govern how we inter- act with external stakeholders such as suppliers, doctors, patients and consult- ants in a fully transparent and appropriate way. These policies feature clear exam- ples that show our employees how to avoid even the appearance of improper influence. Our global policies are com- plemented by local implementation rules, contract templates for standard transac- tions and a fair market value tool to avoid overcompensation. We provide a clear framework of rules, approval require- ments, documentation tools, training and personal advice. This ensures a con- sistent and effective operationalisation of our anti-corruption and anti-bribery policies in all of our activities – whether simple or highly complex. At regular intervals, compliance audits are carried out by the Internal Audit department to assess the corruption risks of our individual entities. There were three site assessments con- ducted by Internal Audit as part of the annual audit plan in the reporting year. The annual audit plan covers site assess- ments on a rotational schedule as part of regular risk assessments. All planned site assessments (100 percent) were con- ducted in the reporting year. No signifi- cant corruption risks were identified. « Monitoring corruption » There were no confirmed cases of cor- ruption at the Grünenthal Group in the reporting year. Furthermore, there were no legal actions pending or completed during the reporting period regarding anti-competitive behaviour and viola- tions of anti-trust and monopoly legisla- tion in which the organisation has been identified as a participant. « Training in anticorruption » Our comprehensive Anti-Corruption Framework is regularly communicated to our employees, as well as our Corpo- rate Executive Board and Advisory Board members. In 2023, the total number and percent- age of employees that the organisa- tion’s anti-corruption policies and pro- cedures were communicated to was 775 (100 percent). « 43

GRÜNENTHAL RESPONSIBILITY REPORT 2023 We also offer a Healthcare Interactions Training (‘HCI Training’) for specific target groups. Our HCI Training covers anti-cor- ruption and anti-bribery in the healthcare sector. All employees who interact with healthcare professionals, healthcare organisations and/or patients receive this training regularly because these interactions have a higher risk profile in the context of Grünenthal’s business. Employees with high exposure to health- care professionals must complete the training annually. « » All non-production employees and the Corporate Executive Board members receive additional anti-corruption train- ing via our eLearning. It features mod- ules on our Code of Conduct, Conflict of Interest and Corporate Responsibility (‘CCC eLearning’). All in-scope employ- ees have either taken the course when it was launched in 2022 or, for those joining since, as part of the onboarding process for new employees. » Anticorruption training « PERFORMANCE INDICATOR ¹ 2023 2022 44 Number of employees in the relevant target group that received anti-corrup- tion training via our comprehensive Code of Conduct, Conflict of Interest and Corporate Responsibility (‘CCC’) eLearning in the year. eLearning new employees Corporate Responsibility: 655 Code of Conduct: 672 Conflict of Interest: 657 eLearning initial rollout² Corporate Responsibility: 3,241 Code of Conduct: 3,252 Conflict of Interest: 3,235 Number and percentage of employees in the relevant target group that received anti-corruption training via our tailored face-to-face³ training on Healthcare Interactions (HCI) in the year (by region). Austria, Germany, Switzerland and Headquarters Portugal and Spain Italy Benelux and France 4 UK, Ireland and the Nordics Latin America US 100% (185/185) 100% (231/231) 99% (139/141) 99% (128/129) 100% (68/68) 92% (461/502) 97% (37/38) 100% (268/268) 99% (199/201) 100% (116/116) 100% (79/79) 100% (65/65) 97% (689/710) 100% (22/22) 1 2 Figures with the Grünenthal logo in the headline are Grünenthal-specific performance indicators. Methodology: We have disregarded all employees that were ‘inactive’ throughout 2023 (e.g. parental leave, long-term sickness) as well as employees assigned via ‘GRT-All’ job code, regardless if they did or did not complete any of the modules. The latter have received the training via other job codes. 3 This includes virtual face-to-face training. 4 The training materials used in France differed from the global training slide-deck due to local requirements. Nevertheless, they do capture all relevant anti-corruption aspects and cover the scope of the global training.

Compliance, Ethics and Transparency Thirdparty due diligence assessments » Grünenthal aims to conduct business responsibly. For this reason, we have implemented a comprehensive third- party due diligence process to ensure that risks related to compliance and busi- ness ethics among our business partners can be avoided or managed appropri- ately. Business partners undergo com- pliance screening on a risk-based basis. Of the total number of active busi- ness partners in the reporting year, 33 were classified as high-risk after a thorough business partner compliance assessment; two third parties were clas- sified as no-go business partners. Based on the individual risk level deter- mined in our third-party due diligence process, suppliers and sales-side busi- ness partners such as distributors are required to follow our Code of Conduct principles which also grants us audit and termination rights in case of non-com- pliance. When contracting with medical business partners such as doctors or university hospitals, we use standard- ised contract templates that enable us to require them to comply with the prin- ciples of our Code of Conduct and our Healthcare Interaction Policy. A large majority of Grünenthal’s business partners active 1 in 2023 were classified as low-risk (78 percent). Mitigating meas- ures were put in place for medium-risk and high-risk business partners. In 2023, Grünenthal decided not to enter into a business relationship with two business partners based on compliance and/or reputational reasons. « » Thirdparty due diligence « 45 PERFORMANCE INDICATOR 2023 2019 - 2022 Number of active business partners in the reporting year which have undergone a third-party due diligence assessment and breakdown by risk level. Total assessments: 5,405 with the following breakdown: Low risk: 4,207 (78%) Medium risk: 1,165 (21%) High risk: 33 (1%) Total assessments: 3,943 with the following breakdown: Low risk: 3,268 (83%) Medium risk: 635 (16%) High risk: 40 (1%) Number of business partners considered a ‘no-go’ in the reporting year as a result of a third-party due diligence process. 2 3 1 Active business partners refers to all creditors and debtors that had financial transactions with Grünenthal in the reporting year.

GRÜNENTHAL RESPONSIBILITY REPORT 2023 46 Social standards in our value chain » By implementing a rigorous govern- ance process, we aim to meet or exceed all required social standards throughout our business operations and supply chain. This includes meeting all of the require- ments of the German Supply Chain Act (Lieferkettensorgfalts pflichtengesetz, LkSG). The LkSG imposes significant due diligence obligations on companies in Germany. This aims to ensure compliance with human rights and environmental standards related to topics such as child labour, occupational health and emis- sions of hazardous substances through- out the entire supply chain. In 2023, Grünenthal implemented a Responsible Sourcing Programme to help achieve this goal in Grünenthal’s supply chain. We also continued our dedicated inter- nal training and communication activities during 2023. As of 1 January 2024, Grünenthal appointed a Human Rights and Environ- mental Officer, who is responsible to monitor the effective implementation of the German Supply Chain Act into the various areas of responsibility within the company. At Grünenthal, we adhere to the Dec- laration on Fundamental Principles and Rights at Work from the International Labour Organization (ILO). « Statement on Human Rights according to § 6 section 2 of the Act on Corporate Due Diligence Obligations in Supply Chains (Lieferkettensorgfaltspflichtengesetz –LkSG) To mitigate business risks related to human rights and environmental standards, we proactively screen and manage our own operations and sup- ply chain through integrated meas- ures across our global processes. We conduct due diligence assessments based on risk factors, including the types of products/services offered by a supplier and their location in a country with developing environmen- tal or human rights standards. Human rights and environmental protection are an integral part of our comprehensive Compliance & Eth- ics Framework, and are embedded in our training, control and remediation mechanisms. There is a clear expec- tation towards our own business, our employees, our suppliers and their employees to proactively identify, flag and mitigate any risks related to these topics. This task can only be achieved if everyone in our ecosys- tem contributes. Therefore, any third party has access to our Ethics Help- line whistleblowing system to raise any LkSG-related concerns within Grünenthal’s own business area or its supply chain. Our risk management is carried out jointly with the responsible Grünenthal business areas, while mitigation measures within our sup- ply chain are mainly driven by our Procurement function in cooperation with the suppliers. Membership of the United Nations Global Compact We are committed to respecting and promoting human rights. Grünenthal does not accept harassment or any form of discrimination on grounds such as gender, race, nationality, age, religion, sexual orientation, physical appearance, social origin, disability, union membership or family status. Gabriel Baertschi Chief Executive Officer

Compliance, Ethics and Transparency jointly. Suppliers’ compliance is then ver- ified via audits and self-assessments, or from public sources. In an effort to help our suppliers become more responsible along with us, collaboration and inno- vation with our suppliers is a key focus. Their ESG progress is assessed and the best performers are rewarded. As the final step, we analyse and report on the progress of our responsible sourcing approach. « Sandra Matamoros, Global Programme Lead Responsible Sourcing, with Inga Kaiser, Business Process Owner Purchase to Pay 47 Responsible sourcing » We believe responsible sourcing plays a vital role in creating a sustainable and ethical supply chain. The Responsi- ble Sourcing Programme at Grünenthal aims to increase transparency and cre- ate a positive ESG impact in our supply chain and connected local communities. It is also a tool that supports our efforts to contribute to the 1.5°C goal of the Paris Climate Agreement, meet increased reg- ulatory requirements such as the German Supply Chain Act, and foster Grünen- thal’s attractiveness to our stakehold- ers such as investors and potential new employees. Grünenthal’s Code of Conduct for Busi- ness Partners is the foundation of our approach to Responsible Sourcing. It defines principles that emphasise value beyond savings in supply chain decisions, while also improving suppliers’ ESG data transparency, fostering a development and collaboration mindset among sup- pliers, and leveraging the industry eco- system to drive change. The operational execution of responsi- ble sourcing at Grünenthal is a six-step cycle. First, the responsible sourcing prin- ciples are fully integrated into our pro- curement process and decision-mak- ing. Next, suppliers’ ESG risks and impacts are assessed, and targets are defined

GRÜNENTHAL RESPONSIBILITY REPORT 2023 48 Upstream and down stream value chain The upstream value chain includes all activities involving an organ- isation’s suppliers, who source materials for manufacturing. The downstream value chain refers to activities after manufacturing. » Our Responsible Sourcing Pro gramme focuses on two impact areas along Grünenthal’s upstream value chain: · Regarding environmental impacts, our programme will help reduce net greenhouse gas (GHG) emissions through strong collaboration with strategic suppliers, such as efforts to facilitate setting science-based tar- gets. Moving forward, we will extend our efforts with suppliers to also reduce waste and improve water usage standards. · Regarding social and governance impacts, the programme will enforce fair working conditions and avoid forced labour, while also promoting tol- erance. As a next step for the future, we aim to also cultivate diversity within our supply chain. « Responsible Sourcing: Ensuring our suppliers deliver on our ESG ambition Responsible Sourcing Programme PRINCIPLES · Value beyond savings · Suppliers’ ESG data transparency · Supplier development & collaboration mindset · Leverage industry ecosystem to drive change E ENVIRONMENT principles · Water usage · Circular economy · Decarbonisation · Renewable energy S G SOCIAL GOVERNANCE · Human rights · Health and safety · Equity, diversity and inclusion · Ethics · Public policies and regulations · Data protection Our Grünenthal Code of Conduct for Business Partners is the DNA for the Responsible Sourcing Programme

Compliance, Ethics and Transparency » Responsible Sourcing: Two different groups of suppliers, same approach « 6. 1. Report Implement 5. Monitor & Reward CODE OF CONDUCT 2. Identify 4. Act 3. Verify Our RESPONSIBILITY to comply Risk assessment of ESG-sensitive suppliers 5 % of Grünenthal’s suppliers identified with a higher ESG risk Our AMBITION to impact Impact assessment of strategic suppliers 61 % of Grünenthal’s greenhouse gas emissions come from our suppliers (2022) 49 Responsible sourcing risk assessment » Our responsible sourcing approach is designed to ensure compliance with existing and upcoming regulatory requirements of the German Supply Chain Act (LkSG), the Corporate Sustain- ability Reporting Directive (CSRD) and the European Corporate Sustainability Due Diligence Directive (CSDDD). In 2023, we improved our ESG Third Party Due Diligence (TPDD), which assesses the Environmental, Social and Governance risks of our current and new suppliers. Taking advantage of the growing IT land- scape, we partnered with IntegrityNext to conduct an ESG in-depth assessment with our most critical suppliers. We have revisited the definition of our ESG-sensitive suppliers. These are sup- pliers with a higher risk from an ESG per- spective, typically due to the type of business activity or due to their location. Approx. 5 percent (approx. 500 suppli- ers) of our supplier network of approx. 11,000 suppliers in 2023 was categorised as ESG-sensitive. These suppliers are in the initial scope of our responsibility. We defined a prioritisation of our sup- pliers based on an internal risk assess- ment. This identifies potential high-risk suppliers worldwide: So far approx. 1 per- cent (approx. 100 suppliers) of our ESG- sensitive suppliers in 2023 were identified as potential high-risk suppliers. «

GRÜNENTHAL RESPONSIBILITY REPORT 2023 For more information about our respon- sible sourcing impact assessment, please refer to the ‘PLANET’ chapter. « Moving forward, we are going to focus on dialogue and close collaboration with key suppliers to find solutions to improve our suppliers’ ESG capabilities. Already now, Responsible Sourcing is a compo- nent of the Business Review Meetings we conduct with our strategic suppliers. We also plan to monitor and reward our sup- pliers’ progress, using IntegrityNext as a tool to achieve greater transparency in their ESG status. 50 » As part of this implementation pro- cess, we conducted a pilot project with six suppliers and our manufacturing site in Ecuador. Close relationships that ena- ble open feedback were a key criterion when working with these selected sup- pliers. They help us to gain a deep under- standing of the potential limitations of our programme prior to global roll-out. This pilot project did not identify any critical- ity among these suppliers, but led to dia- logue about next steps with the suppliers that were assessed. In 2023, we started training the pro- curement organisation in the new ESG in-depth assessment for suppliers. As a result, we covered approximately 9 per- cent of our ESG-sensitive suppliers fol- lowing the new process and system with IntegrityNext. We have applied for membership with the Pharmaceutical Supply Chain Initia- tive (PSCI) and expect to be admitted by early 2024. PSCI aims to promote part- nerships among business partners, build ESG-related standards (e. g., frameworks for audits assessing human rights and environmental standards), while also pro- viding guidance and training to suppliers of its member companies. Through PSCI, we will join a strong community that will support the development of our suppliers in areas where assessments have identi- fied potential for improvement. Elke Geysen, Head Global Procurement and External Supply Operations, Priyatham Salimadugu, Sourcing Manager.

Compliance, Ethics and Transparency Corporate digital responsibility Our Corporate Digital Responsibility Framework translates the values and eth- ical principles set out in our Code of Con- duct into our digital activities. It enables us to take control of our digital footprint and maintain a positive digital reputation by promoting a responsible use of digital technologies. Our Digital Ethics Charter is at the heart of this approach. It sets a clear standard for how we behave when using digital tech- nology. The charter is operationalised via various guidance documents and tools that we develop continuously in dedi- cated cross-functional working groups. Examples of such guidance include the responsible use of transparent consent management and responsible use of dig- ital listening. The responsible use of Arti- ficial Intelligence (AI) systems is another key topic in this regard. In 2023, we pre- pared global guidelines for the responsi- ble and ethical use of Generative Artificial Intelligence (GenAI) technologies, which we expect to be published in early 2024. In the reporting year, we also carried out training campaigns for employees in all Grünenthal entities globally that focused on digital ethics and digital literacy. « Susanne Bransgrove, Responsibility Communication & Corporate Reporting, Pablo Sastre Puche, Compliance & Data Ethics Officer 51 Data security, protection and ethics » We handle all personal data respon- sibly. Data security, data protection and data ethics are closely connected and interlinked. We have strict global policies aimed at maximising data security. These cover all aspects of IT- and cyber security. We ensure that all data is protected through appropriate Technical and Organisational Measures (TOMs). The technical dimen- sion of this protection is owned by the Global IT department, which operates in close cooperation with our Global Data Protection team. By using a reliable set of legal instruments such as contracts or consents, we ensure that all personal data is handled accord- ing to the General Data Protection Reg- ulation (GDPR) wherever applicable. We have an internal Global Data Protection Officer who is supported by a global net- work of internal and external data pro- tection officers and coordinators. Our Data Protection Framework covers all business operations, from processing highly sensitive clinical trial data through to daily standard transactions such as answering data subject requests. All of the above-mentioned principles are laid out in our Global Data Protection Policy. Beyond complying with legal require- ments related to handling personal data, we also act responsibly and in line with high ethical standards. To provide clear guidance to our employees about data ethics, we have created our Corporate Digital Responsibility Framework.

GRÜNENTHAL RESPONSIBILITY REPORT 2023 Grünenthal’s global guidance for generative Artificial Intelligence » Generative Artificial Intelligence (GenAI) is an increasingly pivotal digital tool on a global scale. GenAI generates new output based on data it has been trained with. Such output can consist of images, text or audio. The benefits of using GenAI include enhanced effi- ciency, creativity, and data analysis, fostering innovation and productivity. However, it is essential to use it in a responsible and ethical way. While all Grünenthal employees are encouraged to embrace new tech- nology and experiment with GenAI solutions, they are required to comply with our Digital Ethics Framework when using such technology. In 2023, we developed a global guid- ance for the responsible and ethical use of GenAI, which will be published in early 2024. The guidance was devel- oped via cross-functional collabora- tion between different Grünenthal teams including IT, Commercial Excel- lence, Human Resources, Global Oper- ations and Research & Development. Looking ahead, our employees can move forward and gather experience of using this innovative digital tech- nology. A range of GenAI solutions are now recognised as company-trusted tools following internal qualification from our Procurement, IT, Legal and Digital Ethics teams. Together, we are exploring the potential for GenAI to drive positive change for Grünenthal and the patients we serve. « 52 » Key achievements in 2023 and plan for 2024 – Digital ethics at Grünenthal « ACHIEVEMENTS IN 2023 2024 PLAN · We formalised our cross-disciplinary Digital Ethics Steering Committee to strengthen governance of our Corporate Digital Responsibility Framework and consolidated a digital ethics community at Grünenthal. · Establish an AI governance framework to ensure ethical and responsi ble use of artificial intelligence, by providing guidelines for managing risks and addressing impact, fostering trust in AI systems. · We launched a Consent Centre, allowing healthcare professionals to easily and transparently manage their preferences for digital interactions with Grünenthal. · Further enhance the measurability of digital ethics initiatives distinguishing between performance metrics (input and output) and impact indicators ( outcome and impact). · Collaborate with external researchers to create additional digital ethics guidance. · We provided digital ethics training for specific target audiences. · We developed a methodology to enhance measurability of Grünenthal’s digital ethics approach across three operational pillars: Digital outreach, analytics, and communication and training. · We developed guidance for the responsible use of generative Artificial Intel ligence, which will be launched for all Grünenthal employees worldwide in 2024. · Our Corporate Digital Responsibility Framework was shortlisted for the prestigious CDR Award from the German Association for the Digital Economy (BVDW) and the Bavarian Society for Innovation and Knowledge Transfer (bayern innovativ).

Compliance, Ethics and Transparency Bioethical Framework for Research » The Grünenthal R&D organisation is committed to the highest bioethi- cal standards in its preclinical research activities. Our Bioethical Framework for Research sets out the principles, pro- cesses and governance to support three key areas of preclinical activities: 1. 2. 3. Animal welfare: Helping to ensure that all animal research is conducted to the highest international stand- ards, following all applicable laws and regulations, and that animal use is considered in line with the Replace- ment, Reduction and Refinement principles. 1 Human biological samples: Helping to ensure that human samples used for research have been consented for the use to which they are put, adhere to all applicable laws and regulations, and that donor privacy is protected. Emerging technologies: Helping to ensure that the allowed preclinical use of new and advanced biologi- cal or technological methodologies (such as genetic engineering, stem cells or nanotechnology) is defined, follows applicable laws and regula- tions and considers their potential wider societal and environmental impacts. « 53 Digital ethics training » We place a strong focus on making sure that our office-based employees are well-informed about topics related to digital ethics. In 2023, we conducted training on digital topics such as the use of social media, our consent manage- ment centre, as well as digital literacy on websites. These training activities were held in virtual classrooms or videos as part of our Learning Management Sys- tem. They were mandatory for relevant target groups. We have a specific governance structure to steer our digital responsibility efforts. It includes our Digital Ethics Steering Committee that consists of senior man- agement employees and is chaired by the Chief Responsibility Officer (from 2024: Global Compliance & Responsibil- ity Officer). This committee helps to iden- tify new use cases in our ever-evolving digital business operations. It also facil- itates efficient operationalisation of our Digital Ethics Charter and aligns with the Corporate Executive Board on an ongo- ing basis. « » Our Digital Ethics Charter « · Human beings keep oversight and accountability of our digi- tal activities · Safety and security are embedded in all of our digital activities as cornerstones to protect our values · We can explain all of our digital activities · Our digital activities do not · Digital ethics are engrained cause bias or discrimination in our decision-making processes · We only undertake digital activities that are in line with this Charter For more information, see: https://www.grunenthal.com/en/ responsibility/compliance ethics transparency#ethicalbusiness 1 The 3Rs principle: https://www.bfr.bund.de/en/3r_principle-194147.html

GRÜNENTHAL RESPONSIBILITY REPORT 2023 54 » Governance of this framework is executed through the Bioethics Steer- ing Committee (BSC). It reports to the Corporate Executive Board through its Chair, who is the Chief Scientific Officer. The oversight for emerging technolo- gies is directly managed by the BSC. Two working groups, reporting to the BSC, are responsible for animal welfare and human biological samples respectively. At the end of 2021, the entire Research organisation received training on the policies within the Bioethical Frame- work. These policies are reviewed and updated every two years, with associ- ated re-training across Research. The working groups, which are responsible for the implementation of the policies, meet at least monthly and review approx- imately 100 work requests per annum, as well as monitoring the external environ- ment for updates to legislation or regu- latory guidance. The Bioethical Steering Committee, which has oversight of the Bioethical Framework, meets on a quar- terly basis to review implementation and to support working group activities and can meet on an ad hoc basis to address urgent topics. The promotion of bioethical research has encouraged innovation through invest- ment in new technologies and tools. Examples include new computational approaches that improve the prediction of drug toxicology, as well as in-vitro cel- lular models that mimic human pain sig- nalling. Together, these tools complement and support Grünenthal’s aim to develop safe and effective treatments for pain. « TRANSPARENCY Clinical trials transparency » For Grünenthal, being fully transpar- ent is a crucial success factor in earning the trust of our stakeholders. We meet our transparency requirements in three key areas: « » We share clinical information that is necessary for conducting legitimate research, serving patient safety and improving public health. « Simone Timmermanns, Technician Molecular & Cellular Biology

Compliance, Ethics and Transparency More information is published on Grünen- thal’s corporate website. « https://www.grunenthal.com/ en/responsibility/ compliance ethicstransparency/ disclosureoftransfersofvalue » We have publicly committed to the principles for responsible clinical trial data sharing that were issued in Janu- ary 2014 by the European Federation of Pharmaceutical Industries and Associ- ations (EFPIA) and the Pharmaceutical Research and Manufacturers of America (PhRMA). More information on clinical tri- als is published on Grünenthal’s corpo- rate website. « https://www.grunenthal.com/en/ science/clinicaltrials Tax transparency » Good corporate governance and compliance are high-priority top- ics at Grünenthal. This also shapes our approach to managing our tax affairs worldwide. We consider good governance of our tax affairs to be an ongoing and evolving pro- cess in a continuously fast-moving global tax landscape. Grünenthal aims to act in compliance with local and international tax regulations, and is guided by rele- vant international standards such as the Organisation for Economic Cooperation and Development (OECD) Guidelines for Multinational Enterprises and Tax Admin- istrations, OECD Base Erosion and Profit Shifting (BEPS) Reports and BEPS action plans. This means: EFPIA Disclosure Code and Disclosure of Transfer of Values » We are a member of the European Federation of Pharmaceutical Industries and Associations (EFPIA) and support the EFPIA Disclosure Code. We are committed to publishing information about our collab- oration with healthcare professionals and healthcare organisations to demonstrate that we interact with these stakeholders in an ethical and transparent way. All interactions and transfers of value are disclosed in line with either the EFPIA Disclosure (Transparency) Code, local pharmaceutical codes or national legis- lation implemented by organisations such as healthcare authorities. · As a good corporate citizen, Grünenthal considers taxes and duties as an impor- tant part of its social responsibility. · We are committed to ensuring that Grünenthal’s tax affairs are responsibly managed, and that we are consistently recognised by all of our stakeholders as a responsible and reliable taxpayer. · We are committed to complying with the spirit as well as the letter of the law. · We are committed to aligning our tax contribution with the value that we create in the countries we operate in. We aim to pay the right amount of tax in compliance with all relevant local and international tax laws and regula- tions, and do not tolerate any form of profit shifting, tax fraud or facilitation of tax evasion. · In the event that applicable laws and regulations are subject to interpreta- tion, we seek appropriate assurance regarding the position taken either through consulting with advisers or through advance rulings or pric- ing agreements with the relevant tax authorities. · Grünenthal aims to achieve and main- tain respectful relationships with the tax authorities, and we are committed to transparent and constructive rela- tionships with all relevant authorities. « 55

l a i r e t a M i c p o t s n o i t i b m a y t i l i i b a n a t s u s r u O Patient RESPONSIBLE USE OF PAIN MEDICATION AWARENESS AND ACCESSIBILITY RESPONSIBLE INNOVATION PRODUCT GOVERNANCE AND SAFETY · Increase the focus, reach and impact of our global and local activities for awareness and accessibi- lity via external communi- cation. · By having a clear strategy for governance, transpa- rency and accountability, we ensure that our aware ness and accessibility initiatives have a lasting impact on patients’ lives. · 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 manage- ment. · Continuous development and improvement of Grün- enthal’s leading opioid responsibility framework (the ‘Opioid Responsibility Framework’). · Continuous expansion of the network of busi- ness partners that have committed to our Opioid Responsibility Framework for Business Partners. · Continuous improvement of the accessibility and user experience for medi- cal educational materials about the responsible use of pain medication. 1 · Increasing awareness about the responsible use of pain medicines and of- fering Continuing Medical Education (CME) in col- laboration with external partners. 2 · Reduce cycle time and resources required for new candidate discovery through Machine Learning (ML) (baseline 2021, 18 months; goal in 2025, 14 months). · Improve clinical trial design through ML based patient phenotyping ( baseline 2021, 0 trials; goal in 2025, 2 trials). · Improve understanding of treatment effects in clinical studies and post approval through objective measurement of mobility and sleep ( baseline 2021, 1 study; goal in 2025, 2 studies). · 97 percent ‘ontime’ submissions to authorities worldwide for Indivi- dual Case Safety Reports (ICSR). · Maintain or exceed the current level of recog- nised compliance with global pharmacovigilance standards. · 100 percent compliance with the International Conference on Harmo- nisation-Good Clinical Practice (ICHGCP) stan- dards and other applica- ble ethical standards. 57 1 A change in strategy to achieve this ambition in favour of local websites resulted in the discontinuation of the global Change Pain hub at the end of 2023. 2 The launch of an expert forum to provide education about the responsible use of pain medication in Europe and Latin America has been postponed until further notice.

GRÜNENTHAL RESPONSIBILITY REPORT 2023 » KEY ACHIEVEMENTS IN THE MATERIAL TOPICS IN 2023 « 58 Responsible use of pain medication · Communicated our Opioid Responsibility Framework for Business Partners to 100 per- cent of relevant commercial business partners with 94 per- cent formally committing to it. · Reached 53,177 health- care professionals through virtual educational events and 691,890 visitors through educational websites. · Provided two educational grants to contribute to increased awareness of responsible use of pain medicines. Product governance and safety · Maintained external quality certification coverage of all manufacturing sites. · Achieved 93 percent com- pliance globally with our pharmacovigilance training assignments. Responsible innovation · Utilised Machine-Learning- based models in research projects, helping chemists design new molecules. · Continued work on Machine- Learning models for patient phenotyping to support decision-making in clinical trial design in the future. · Analysed patients’ mobility and sleep data, collected with digital wearables. Objective measurement of mobility and sleep can help improve under- standing of treatment effects in clinical studies in the future. · Co-provided various grants promoting pain research. Awareness and accessibility · Conducted a communication- and training-based roadshow for further cascading within the organisation. for 2,000 medical specialists. · Hosted a digital Master Class · Donated medications to medical centres in Venezuela, supporting pain treatments for palliative care and cancer patients. · Established internal patient engagement network to share patient stories and initiatives and established framework to measure impact of patient engagement activities. · Received insights from patients · Invested € 5.1 million in to improve patient outcomes. Awareness and Accessibility initiatives. · The Societal Impact of Pain (SIP) platform, a multi- stakeholder partnership co-sponsored by Grünenthal, released several position papers to demonstrate the relevance of pain to EU policy makers.

Patient PATIENT improve patients’ quality of life, they require appropriate regular monitoring and a minimum effective dose approach. We are actively engaged in gaining a holistic view across the value chain to provide all patients with the best possi- ble treatment. Our sharp focus on the patient is also the core of Grünenthal’s sustainability work with its four material topics, which all have a close connection to our vision of a World Free of Pain. « 59 » PAIN IS generating an increasingly large burden for patients and society worldwide. 1 Chronic pain and palliative care are two areas with a particularly strong need for increased education, societal awareness and access to appro- priate treatment – in every country and region. We believe access to appropriate pain treatment is a basic human right. 2 We also believe access to pain manage- ment at the end stage of a person’s life is a cornerstone in preserving human dignity. Chronic pain is not merely an accompa- nying symptom that results from a disease or injury. Instead, we view chronic pain as a disease in its own right. Chronic pain is a particularly complex and distressing problem, and its impact on patients and society is still underestimated. More than 1.5 billion individuals suffer from chronic pain, which is almost one in five people worldwide. 3 In addition, the rapidly ageing global population is expected to further increase the number of patients with this disease. 4 « Our vision – A World Free of Pain » As a leader in pain management, our daily work at Grünenthal is driven by our commitment to addressing unmet med- ical needs for treatments of all types of pain and developing new treatment options with the potential to break the pain cycle. While there are several approved treat- ments for pain, many patients still expe- rience challenges with finding the right treatment that balances efficacy with the related side effects. If all other options are exhausted, patients may be offered strong opioids. While these can greatly 1 Mills SE. British Journal of Anaesthesia, 2019;123 (2): e273ee283 2 Frank Brennan, Daniel B Carr, Michael Cousins, Pain management: a fundamental human right, Anesth Analg. 2007 Jul;105(1):205-21. doi: 10.1213/01.ane.0000268145.52345.55 3 Treede RD, et al. Pain. 2015 Jun;156(6):1003-1007 4 Ali A, Arif A, Bhan C, et al. (September 13, 2018) Managing Chronic Pain in the Elderly: An Overview of the Recent Therapeutic Advancements; Cureus 10(9): e3293. DOI 10.7759/cureus.3293

GRÜNENTHAL RESPONSIBILITY REPORT 2023 100 reasons for a World Free of Pain Our people share a deep commitment to shaping the future of pain manage- ment. We know that patients are still massively underserved in this thera- peutic area. Every day, we strive to develop next-generation medicines that move us closer to achieving our vision of a World Free of Pain. Of course, each individual at Grünenthal has a unique motivation for her/his work. We invited employ- ees from across our business to share those personal inspiration as part of a special campaign on our corporate LinkedIn and Instagram channels in September 2023 – Pain Awareness Month declared by The World Health Assembly. These powerful statements show the depth of meaning and pur- pose that our people gain from working at Grünenthal. Our campaign aimed to inspire partners and new tal- ents to join us in pursuing our vision, and creating a better future for pain patients worldwide. https://www.linkedin.com/ company/gruenenthal Responsible use of pain medication » OUR APPROACH to the responsible use of pain medication is built on three pillars that form the basis of our business relationships: strict governance, close involvement of our business partners, and education on pain and pain medi- cation for healthcare professionals and patients. « https://www.instagram.com/ grunenthal Awareness and accessibility » RAISING AWARENESS of pain and enabling access to pain medication is a core focus for us. Our goal is to ensure that pain is acknowledged as a disease in its own right and that patients suffering pain have access to appropriate medi- cines and treatments. « 60

GRÜNENTHAL RESPONSIBILITY REPORT 2023 62 RESPONSIBLE USE OF PAIN MEDICATION GRI 3-3 » Our core objective is to develop and deliver medicines and solutions that address patients’ needs and have the potential to improve their quality of life. Responsible use of pain medication is particularly important to us. It is fun- damental that patients receive appro- priate pain management after carefully weighing the benefits and risks of the available options. As a part of our double materiality anal- ysis, a thorough assessment of impacts, risks and opportunities associated with this topic has proven it to be a material topic (see chapter ‘ESG management approaches and materiality analysis, Material topics’ ). Among the wide range of pain treat- ments, the use of opioid analgesics remains one option that is available to healthcare professionals and their patients. As a manufacturer of effective analgesics, including opioids, we are committed to exploring and endorsing measures that minimise the risk of inap- propriate and illegitimate use of prescrip- tion opioids. At the same time, we strive to ensure that individual patients with a clear need for opioid-based pain relief are not denied access. « » Our approach to the re sponsible use of pain medica tion has three pillars: · First pillar: A comprehensive governance structure for responsible opioid usage. · Second pillar: The commitment of our business partners. · Third pillar: Education about responsible use of pain medication via our dedicated Impact Initiative. With these three pillars, we have built a comprehensive Opioid Responsibility Framework that regulates our internal processes while also involving our busi- ness partners effectively. In addition, we make considerable use of educational measures to inform healthcare profes- sionals and patients about pain manage- ment and pain treatment. Together, we want to achieve personalised education about the responsible use of pain medi- cation – especially for healthcare profes- sionals in order to improve their patients’ outcomes. « I First pillar: A comprehen sive governance structure for responsible opioid usage » To anchor our stance on the responsi- ble use of opioids in terms of governance, we have established our Responsible Opioids Usage Board (ROUB) at senior management, regional and local levels to support the Corporate Executive Board in the continual development of Grünen- thal’s ethical strategy related to opioids. It acts as a sounding board and escalation body for opioid-related projects, while also supervising the local implementation of responsible opioid usage programmes. The Responsible Opioids Usage Board has developed a dedicated framework to ensure streamlined implementation of its programme. « Our Opioid Responsibility Framework · Our Opioid Charter » Grünenthal pledges not to support the off-label, inappropriate or non-medical use of analgesics. We state that our prod- ucts are developed, commercialised and distributed in line with the highest ethi- cal and scientific standards, according to the Code of Conduct and industry stand- ards. Our Opioid Charter (The Grünenthal

Patient 63 Additionally, we have established a strong review process for all new opioid-related material, activities, partnerships and initi- atives. All core and key documents with opioid-related content, especially those for external use, now need to be reviewed by the Responsible Opioids Usage Board. To raise group-wide awareness regard- ing the responsible use of opioids and to foster compliance with the guidelines of the Opioid Responsibility Framework, tar- geted training for all relevant employees has been and will be conducted annu- ally. Training material is translated and adapted for the respective jurisdictions. Furthermore, training on this issue has been integrated into our regular training schedule. Our goal is the continual development and improvement of Grünenthal’s lead- ing Opioid Responsibility Framework. « Charter on the Responsible Medical Use of Opioid Analgesics in Pain Patients) underpins Grünenthal’s position on this topic. Recognising the increasing pres- sure on social and healthcare systems caused by the illegitimate use of opioid analgesics, Grünenthal is committed to developing safer opioid and non-opioid analgesics and to reducing the risks of non-medical use of its products to the greatest degree possible. A public version of our Opioid Charter is available online. « https://www.grunenthal. com/en/responsibility/ patientsupport#responsibleuse · Our opioid communication guidance » The opioid communication guidance lays down principles for promotional con- tent, with a focus on ethical responsibil- ity in relation to opioid usage. It explains what language and imagery can be used in promotional materials, presentations and publications to ensure comprehen- sive and fact-based contextualisation. « · Our opioid statement » Our opioid statement is a one-pager that highlights general considerations for the management of pain with any med- ication that contains an opioid mecha- nism of action, including the risk-benefit profile of opioid analgesics. We use this statement in all opioid-related promo- tional materials, including presentation slides and video recordings of webinars, to clarify our position for all stakehold- ers. The statement has been translated into six languages, covering our relevant target groups worldwide. « Implementation of our Opioid Responsibility Framework » We have initiated several measures to implement our Opioid Responsibility Framework. This includes organisational measures, targeted training and a risk- based approach to business partners. Grünenthal has also critically reviewed its involvement in public initiatives and partnerships regarding opioids.

GRÜNENTHAL RESPONSIBILITY REPORT 2023 » Opioid Responsibility Framework training « ABSOLUTE NUMBER 2023 ABSOLUTE NUMBER 2022 1,632 1,462 64 PERFORMANCE INDICATOR Number of employees that received face-to-face 1 (refresher) training on Grünenthal’s responsible use of opioid-based medicines in the reporting year 1 This includes virtual face-to-face training. II Second Pillar: The commit ment of our business partners » We also commit our partners to the responsible use of our products through the Opioid Responsibility Framework for Business Partners. We classify our commercial business partners into three different tiers 2 accord- ing to their respective risk level. The risk factors used for this classification include the types of products (for example opioid or psychotropic products), the business partner’s background and environment, details of manufacturing and registration, and the activities to be performed by the business partner. Depending on the assigned risk level, mitigating measures are applied. These include specific contract clauses, mon- itoring and audit activities, compliance training and site visits. « Els Hollanders, Governance Lead & Dedicated Signatory, responsible for giving Opioid Responsibility Framework training, Harry Smith, Global Head of Medical Affairs, at Medical Affairs workshop 2 Tier 1: Wholesalers or distributors for Grünenthal products with no promotional activities and that do not hold a Marketing Authorisation. Tier 2: Business partners that promote a non-opioid containing product from Grünenthal and hold the Marketing Authorisation. Tier 3: Business partners that promote an opioid containing product from Grünenthal, plus all business partners that promote a non-opioid containing product where Grünenthal holds the Marketing Authorisation.

Patient 65 » Opioid Responsibility Framework for Business Partners communication and commitment « PERFORMANCE INDICATOR % IN 2023 % IN 2022 Commercial business partners active in the reporting year that promoted and resold Grünenthal’s opioid containing products to which Grünenthal’s Opioid Responsibility Framework for Business Partners was communicated. Commercial business partners active in the reporting year that promoted and resold Grünenthal’s opioid containing products who formally committed to Grünenthal’s Opioid Responsibility Framework for Business Partners. Commercial business partners active in the reporting year that promoted and resold Grünenthal’s products including opioid containing products and/or non-opioid containing products for which Grünenthal is the Market Authorisation Holder, who were trained by Grünenthal with the training session “Communication about our products/opioids”.¹ 100 94 79 100 78 47 1 Previously referred to as “Grünenthal’s Compliance and Responsible Opioid Usage Frameworks”. The name of the training session has been changed, but contains the previous content. » By 2023, we had communicated the Framework to 100 percent of the rele- vant commercial business partners and 94 percent had formally committed to using it. We aim to ensure compliance with the Opioid Responsibility Framework for Business Partners by regularly (e.g., for tier 2 partners annually) reviewing rel- evant communications and documents used by our business partners. « Third pillar: Education about responsible use of pain medication via our dedicated Impact Initiative » Providing transparent education about the risks and benefits of pain medica- tion is central for us in doing business responsibly. At Grünenthal, we have a long-standing tradition of educating healthcare professionals about pain management to deepen their under- standing of patients’ needs, as well as the risks and benefits of pain medication. Education about the responsible use of pain medication is a strong focus topic for our company. Patients in pain need access to appropri- ate pain management that is specifically selected for their individual situation and needs. Physicians need to prescribe pain medication after careful consideration of the benefits and risks, and must evaluate all available treatment options. Without proper education to healthcare profes- sionals about the responsible use of pain medication, there might be a higher risk of inappropriate use – including misuse, abuse and diversion, as well as the risk of addiction. In 2009, we established our CHANGE PAIN initiative in 12 European countries and regions: Austria, Belgium, France, Germany, Italy, Ireland, the Netherlands, the Nordics, Portugal, Spain, Switzer- land and the United Kingdom. The initi- ative is endorsed by the European Pain Federation EFIC and Pain Alliance Europe (PAE). The initiative’s mission is to improve patient outcomes by improving pain man- agement through appropriate research, communication and education. With our CHANGE PAIN initiative, we educate healthcare professionals about pain management – while also educat- ing healthcare professionals and patients about pain conditions. The goal is to build up knowledge about the responsible use of pain medicine to reduce risks related to misuse of medication and create trust among patients and healthcare profes- sionals. «

GRÜNENTHAL RESPONSIBILITY REPORT 2023 66 » Through CHANGE PAIN, many tools have been developed, such as web- based learning modules and workshops across Europe. In 2023, we reached 53,177 healthcare professionals through virtual educational events and 691,890 visitors though our educational websites. This was part of our effort to educate the healthcare sec- tor about pain management and improve patient outcomes from pain treatment by providing practical tools for pain ther- apy via effective communication and education. Our previous goal set for 2023 was to expand the CHANGE PAIN Responsibly hub. We did so throughout the reporting year, but recognised the need for local characteristics, such as local languages and availability of well-established local websites. For this reason, we discontin- ued the CHANGE PAIN Responsibly hub at the end of 2023. From 2024 onwards, our efforts to effectively improve access to medical educational materials about the responsible use of pain medication are aimed at various regional websites instead of one central website (for an example, see the infobox on this page regarding Dolor.com ). We had also planned to launch an expert forum to ena- ble healthcare professionals to discuss their challenges related to the responsi- ble use of pain medication with experts. The launch of an education expert forum for the responsible use of pain medica- tion in Europe and Latin America has now been postponed until further notice. « » CHANGE PAIN – Education of healthcare professionals and patients « PERFORMANCE INDICATOR People impacted by our ‘CHANGE PAIN Responsibly’ Hub, including the number of: (i) educational events 1 (ii) website visitors Healthcare professionals who received in-person communication about Grünenthal’s responsible use of opioid-based medicines. ABSOLUTE NUMBER 2023 ABSOLUTE NUMBER 2022 53,177 2 691,890 50,786 580,968 170,046 171,849 1 2 Due to technical limitations on some local websites, persons participating in multiple educational events may have been counted multiple times. In 2022, we organised both physical and virtual events. However, in 2023, our strategy primarily focused on virtual events, limiting our scope for 2023 to only include virtual events. While physical events did occur in 2023, they were not primarily organised under the CHANGE PAIN umbrella. Dolor.com: Sharing reliable information for pain patients Grünenthal Spain’s online platform Dolor.com shares science-based and easy-to-understand informa- tion about pain. Since its launch in 2017, it has grown to become an important reference for Span- ish-speaking patients and care providers worldwide who need access to factual insights into pain management and relief. Dolor.com offers 180 pages of content about an expanding range of pain topics – including pregnancy, fibromyalgia, analge- sic scales, osteoarthritis, dental pain, neuropathic pain, peripheral neuropathic pain and much more. Key resources include agendas for patients to follow-up and monitor their pain, as well as infographics with recommendations and pain management guides for chronic pain patients.

Patient 67 » To contribute to our ambition of increasing awareness of the responsi- ble use of pain medicines and offering Continuing Medical Education (CME) in collaboration with external partners, we have provided an educational grant to Medscape. 1 This grant is for the inde- pendent development and delivery of a CME-accredited educational programme related to the responsible use of pain medicines. This was launched in 2023 with the title Practical Considerations for the Responsible Use of Pain Medications and a total of 4,826 people engaged with the programme. We also provided a sec- ond independent grant for the develop- ment of an educational programme with the title Primary Care Best Practices in Managing Neuropathic Pain in 2023. This programme is to be launched in 2024. « AWARENESS AND ACCESSIBILITY GRI 3-3 » Our Awareness and Accessibility (A&A) initiative is governed by a policy that defines the scope of our A&A activ- ities. The initiative activities are allocated within five categories: · Awareness initiatives · Grants and donations · Medical education · Patient programmes · Studies and data generation A global cross-functional team proposes strategic and operational decisions about the initiative and supports affiliates in implementing the A&A activities locally. The operational and strategic decisions are approved by the Corporate Respon- sibility Board. One example is our drug donation programme in Latin America (see ‘Ensuring access to medication and palliative care’ below). In 2023, we conducted a communica- tion- and training-based roadshow for further cascading within the organisa- tion. The roadshow included a general introduction to our Corporate Respon- sibility Programme, an update on our initi- ative for the responsible use of pain med- ication, as well as details about our A&A initiative. It also included a discussion of best practices, governance and strategy with the local/cluster leadership teams. Our mission is to improve lives by making pain management accessible and raising awareness of pain as a disease. Access to adequate treatment of chronic pain and availability of palliative care are two areas of special importance for us. As a part of our double materiality analysis, a thorough assessment of impacts, risks and opportunities associ- ated with this topic has proven it to be a material topic (see chapter ‘ESG man agement approaches and materiality analysis, Material topics’ ). « 1 Medscape is the leading online global destination for physicians and healthcare professionals worldwide. It offers the latest medical news and expert perspectives, essential point-of-care drug and disease information, relevant professional education and Continuing Medical Education (CME) (about Medscape: https://www.medscape.com).

GRÜNENTHAL RESPONSIBILITY REPORT 2023 » Awareness and accessibility activities « PERFORMANCE INDICATOR ABSOLUTE NUMBER 2023 ABSOLUTE NUMBER 2022 Medical educational (non-promotional and non-branded) events performed or supported by Grünenthal. Of which in Europe Of which in the US Of which in Latin America Healthcare professionals supported by Grünenthal to participate in medical educational events (non- promotional and non-branded) (estimated number). Of which in Europe Of which in the US Of which in Latin America Patient support programmes. 1 Collaborations with patient organisations. 2 116 21 0 95 4,765 1,401 3 0 3,364 13 72 111 57 3 51 8,549 6,630 52 1,867 17 53 68 1 2 3 Our patient support 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). In 2023, we reduced the number of webinars and focussed on smaller physical events. » Total value invested by Grünenthal on Awareness and Accessibility initiatives in the year « PERFORMANCE INDICATOR Total value invested by Grünenthal into Awareness and Accessibility initiatives Investments by category Medical Education Grants and Donations Awareness Initiatives Patient Programmes Study and Data Generation No categorisation 2023 (IN €) 5.1 million 1,690,647 791,812 922,917 669,112 113,645 972,639 2022 (IN €) 4.4 million 1,831,511 645,677 624,250 288,947 39,806 1,006,502

Patient 69 » What we aim for « Initiatives of non-promotional character and strict public benefits, aiming ... ... to increase education and awareness or ... to facilitate accessibility for patients to needed treatment ... with strong focus on pain and palliative care. Donating pain treatments to medical facilities in Venezuela In Latin America, our teams join forces to identify healthcare chal- lenges across the region. Based on this approach, Grünenthal donated medications to pain treatment cen- tres in Venezuela during 2023. In total, we donated 18,000 units of the pain medication Tramadol to six selected pain centres that serve around 250 patients on a daily basis. These dona- tions make a significant positive con- tribution to supporting access to pain treatments for palliative care and cancer patients. Our team collabo- rates with a local distributor to make the donation in cooperation with the Ministry of Health for Venezuela. Our contribution will benefit patients at selected public hospitals and pain units across the country. Awareness measures in Latin America » Grünenthal is committed to support- ing improved knowledge and proper pain management in Latin America. In 2023, our activities to increase the awareness of pain as a disease received endorsements from 22 national pain associations – including the Latin Amer- ican Federation of Associations for the Study of Pain FEDELAT. These activities promote the proper assessment, diagno- sis and treatment of chronic pain in the region. One example is the campaign Evalúado, which Grünenthal Latin Amer- ica conducts in collaboration with FEDE- LAT. With this campaign, we aim to raise awareness among healthcare profes- sionals about the importance of accurate pain evaluations for the better treatment for chronic pain patients. In 2023, we hosted a digital Master Class for 2,000 medical specialists. The recording is still available for healthcare professionals in Latin America on Grünenthal’s Hablemos de Dolor (“Let’s talk about pain”) website https://www.hablemosdedolor.com. Grünenthal has also supported the gen- eration of data to better understand the impact of chronic pain in Latin America. We supported research into the preva- lence of chronic pain, the burden of the disease and the cost analysis of chronic musculoskeletal pain in Chile, Colombia, Ecuador, and Peru. «

GRÜNENTHAL RESPONSIBILITY REPORT 2023 Ensuring access to medica tion and palliative care » We want to continue improving access to medication in situations of low availa- bility. This will enable patients in need to receive appropriate treatment options to manage pain. We strive to increase access to medication where it is most needed. Our teams concluded a cooper- ation agreement with a Non-Governmen- tal Organisation to support its humani- tarian efforts to deliver medication for people in crisis regions. « The Grünenthal Foundation for Palliative Care » We have a long-standing commit- ment to preserving dignity and quality of life at the end stage of people’s lives. The Grünenthal Foundation for Palliative Care was set up in 1998 to promote science and research in this field, and to sup- port progress in the care of people with severe or terminal diseases in Europe as well as in Latin America. The Foundation has facilitated the creation of the Depart- ment of Palliative Medicine at Aachen University Hospital. « With our foundations we pro mote science and research in the field of palliative care. » Our foundation also promotes improvements in palliative care across Latin America, where only one-third of the countries have a specific law related to this field and only half have a national care plan or recognise palliative care as a medical specialty. In Peru, our work has been supporting a master’s degree in Palliative Medicine and Pain Management at the Universi- dad Nacional Mayor de San Marcos since 2018 – the country’s first academic pro- gramme within this field. 226 students have since graduated from this two-year study (of which 2022 - 2023: 75 gradu- ates). We also support a diploma for chronic pain management and one for palliative care. With Grünenthal’s sup- port, the Latin American Palliative Care Association (ALCP) held events for the medical community and journalists to raise awareness about the importance of palliative care – as well as the considera- ble work that is needed to improve quality of life for patients in this region. « Grünenthal Foundation Spain » The Grünenthal Foundation in Spain is a non-profit organisation that seeks to improve quality of life for people suffering from pain in this country. It was founded in 2000 and focuses on three areas: devel- oping knowledge, training patients and their families, and working with public bodies to design and implement health strategies. Through its support for the creation of Spain’s only chair of child- hood pain, at the Rovira i Virgili University, it has helped boost research in chronic childhood pain. « Grünenthal Foundation Portugal » The Grünenthal Foundation in Portu- gal’s primary purpose is to support pain research and promote and communi- cate scientific developments, especially in the field of pain management. It spon- sors projects related to the development of pain knowledge and rewards scientific research on this area. The Foundation was founded in 2001. « 70

Patient Generating data about pain in Spain In 2023, the Grünenthal Foundation in Spain shared new and insightful data about how pain impacts patients in this country. The data was collected and analysed as part of an ongoing strat- egy that engages with external part- ners to gain a deeper understanding of the reality within the Spanish health- care landscape. This study, launched under the name of Pain Barometer, was conducted together with the Pain Observatory of the University of Cadiz. The survey of more than 7,000 people in Spain showed that 28.6 per- cent of patients had missed time at work due to pain within the previous 12 months. It also confirmed that women have a higher prevalence of chronic pain than men. 1 The results were pre- sented at several events in 2023. They also received wide coverage via social media and traditional media. Barómetro del dolor crónico en España 2022 https://fundaciongrunenthal.es 71 with organisations from other disease areas to advocate for improved man- agement of pain, for example in cancer and rheumatology. In 2023, SIP released several position papers to demonstrate the relevance of pain to EU policy makers. Main priority areas were pain in the International Clas- sification of Diseases (ICD-11), as well as pain and mental health – with impactful events in the European Parliament. « https://europeanpainfederation.eu/ sip Raising awareness – The Societal Impact of Pain platform » The Societal Impact of Pain (SIP) plat- form is a multi-stakeholder partnership led by the European Pain Federation and Pain Alliance Europe, and Grünenthal is one of the main sponsors. The partner- ship aims to raise awareness about pain and encourage changes to pain policies by providing opportunities for discussion among healthcare professionals, pain advocacy groups, politicians, healthcare insurance providers, representatives of health authorities, regulators and budget holders. SIP is endorsed by more than 310 Euro- pean and national patient and health- care organisations, and collaborates 1 Barometer of Chronic Pain in Spain 2022

GRÜNENTHAL RESPONSIBILITY REPORT 2023 Patient engagement Grünenthal’s patient engagement model » Patient engagement means working with patients and for patients – across the entire product lifecycle. Key patient engagement priorities 2023 1. Establishing the patient engagement network within Grünenthal In 2023, our team of passionate patient engagement champions worked closely together to share their experiences and to build capabilities in monthly virtual ses- sions and two face-to-face workshops. 2. Bringing in patient voices to get reg- ular and sustained insights invited to several Patients were Grünenthal meetings during 2023 to share their experiences and to demon- strate the significant impact that pain has on people’s lives. 72 Gudula Petersen, Global Patient Engagement Lead 3. Creating the best practice hub PEER to share patient stories and initiatives 4. Establishing a framework to measure the impact of our patient engagement activities In May 2023, we launched the intranet community PEER (Patient Engagement Excellence Resources) to share impact- ful patient engagement projects and increase our capabilities in this area. Many inspiring patient stories were shared by the patient engagement team. We have 213 community members from different departments and countries, and the number is constantly rising. We are currently working on key indi- cators to measure and demonstrate the impact that our initiatives have on Grünenthal’s business as well as on our external stakeholders – especially patients. In 2024, we plan to integrate a dashboard into the PEER platform to con- tinuously measure the number of initia- tives and impacted patients. «

Patient Grünenthal’s patient engagement model DESIGN DELIVER EMPOWER Develop innova- tive treatments “with patients” that answer unmet needs. Patients have access to the appropriate pain management at the appropriate time. Support patients in raising their voice and being active players in their pain management. Throughout the entire product lifecycle and beyond global-local and cross-functional 73 “Dimensione Sollievo”: The first digital platform for chronic pain in Italy Our team in Italy is committed to provid- ing accurate and up-to-date informa- tion about pain for patients and care- givers. In 2020, they launched the first digital platform for chronic pain in Italy, Dimensione Sollievo (Relief Dimension). This platform began on Facebook and now also offers a dedicated website, as well as a Spotify profile that shares a series of podcasts. In addition to sharing high-quality and trustworthy information, the initiative also gathers insights from the community of chronic pain patients via comments, ongoing dialogue and online survey results. Dimensione Sollievo has now become a digital place where people suffering from chronic pain in Italy can share experiences, find support and access valuable resources. “Our Patient Engagement project has gained over 20,000 followers in just a few years, with an exceptionally high engagement rate. This indicates that our responsible posting of content and services is effectively reaching and meeting the needs of patients and care givers. Looking to the future, we want to further develop this social out- reach project by embracing the inspi- rations of narrative medicine.” Chiara Lattuada Head of Communication Italy

GRÜNENTHAL RESPONSIBILITY REPORT 2023 Diabetic peripheral neuropathy (DPN): Speak for your feet Mnemonic devices are phrases or sets of initials that help to make things more memorable. In the US, our Grünenthal subsidiary, Averitas, launched a con- test called “Speak for your feet” to find the best mnemonic device to support patients with diabetic peripheral neu- ropathy (DPN) in accessing the best possible treatment for this painful con- dition. The contest aimed to empower patients to identify and describe symptoms more effectively, remember their treatment instructions and man- age pain better in everyday situations. People across the US sent creative entries. The winning mnemonic is M. O. V. E. M – Monitor changes in sensations. O – Ongoing pain, tingling or burning. V – Voice symptoms to your healthcare professional. E – Explore treatments for neuropathy. This memory aid is now being used in educational resources and tools to support community awareness. It is integrated into various patient-cen- tric websites and platforms to remind patients with diabetic nerve pain about important topics to share with their healthcare providers. In this way, it is helping to reduce gaps in care and improve treatment of painful DPN of the feet. 74

Patient RESPONSIBLE INNOVATION GRI 3-3 » The development of breakthrough pain treatments and appropriate man- agement mechanisms is what drives us at Grünenthal. Chronic pain is a disease » R&D for unmet pain needs « and is one of the most common medical complaints. Despite its prevalence, many individuals still suffer from unrelieved pain and reduced quality of life. There is a huge unmet medical need for improved pain management, but there are gaps in disease understanding including pain tar- gets, biomarkers and patient phenotypes. As a part of our double materiality anal- ysis, a thorough assessment of impacts, risks and opportunities associated with this topic has proven it to be a material topic (see chapter ‘ESG management approaches and materiality analysis, Material topics’ ). « PERFORMANCE INDICATOR 2023 2022 Reduce cycle time and resources required 1 for new candidate discovery through Machine Learning (ML) (baseline 2021, 18 months; goal in 2025, 14 months). Machine-Learning-based model is being used in projects 2 to help predict potential effects on the heart. Predictive models built using Machine Learning are helping chemists design new molecules. First models used in projects - Ion channel program ongoing, second project to start in 2023 from Start Lead Optimisation. 3 Improve 4 clinical trial design through ML-based patient phenotyping (baseline 2021, 0 trials; goal in 2025, 2 trials). Continued work on Machine Learning models for development programmes and lifecycle management for neuropathic pain. Implementation in clinical trial design is a next step. to be next step. First models developed according to plan for osteoarthritis and neuropathic pain. Improve understanding of treatment effects in clinical studies and post-approval through objective measurement of mobility and sleep (baseline 2021, 1 study; goal in 2025, 2 studies). 5 Patients’ mobility and sleep data, collected with digital wearables, have been analysed in all three projects. 6 First Machine Learning models and algorithms have been developed to correlate with pain data in future. Analysis of digital data from the three pro- jects (Qutenza™, Bio2Treat and Mobilize-D) is ongoing; first results available for Bio2Treat. 6 75 Resource requirements include budget and time. 1 2 One of the two projects mentioned in 2022 is ongoing, and one was stopped due to strategic reasons. 3 Early Machine-Learning-based cardiotoxicity model being tested in projects to help avoid effects on the heart. 4 5 Improvements include more objective decisions being made on the basis of outcomes derived from ML-based patient phenotyping. 6 The improvement of patients’ sleep and mobility will be directly measured by the digital wearable and analysed by the clinical team. The aim is to show that new drugs not only improve pain but also quality of life, sleep and mobility. Qutenza™ is our internal baseline study. Bio2Treat and Mobilize-D are two partnered projects. Analysis of data from the two partnered projects will help us to achieve our ambition of improving our understanding of treatment effects using digital wearables. The Qutenza™ study, which is run by Grünenthal internally, will be important in further developing the use of digital endpoints in our clinical studies.

GRÜNENTHAL RESPONSIBILITY REPORT 2023 76 Our Impact Initiative: R&D for unmet pain needs » With our innovations, we want to address unmet pain in underserved pop- ulations through better use of human data. We established the Impact Initia- tive “R&D for unmet pain needs” to build data-driven human disease understand- ing along the R&D value chain and to enhance our ability to create truly novel medicines for patients in need. To contribute to this, we have set our- selves the goal of reducing the cycle time and resources required for new candidate discovery through Machine Learning (ML). We will use data science to identify patterns in existing data sets and develop algorithms to discover new potential drugs. We aim to shorten cycle times for producing candidate mole- cules that are ready for pre-clinical test- ing from 18 months to 14 months by 2025. For more information, see infobox about De Novo molecule generation . Furthermore, we want to improve clini- cal trial design through ML-based patient phenotyping. Our goal is to have con- ducted two such trials using this meth- odology by 2025. We have developed models for osteoarthritis and neuro- pathic pain phenotyping to support decision-making in clinical trial design. The application of this methodology in clinical trials is a next step. By improving our understanding of the treatment effect of analgesics, we plan to further support patients on their journey to better man- age their pain. For more information, see infobox about Deep Phenotyping on page 78. We plan to use objective digital meas- urements of patient mobility and sleep to improve the understanding of treat- ments in clinical studies and post-ap- proval. Our goal is to implement objec- tive mobility and sleep measures in at least one clinical and one post-approval study in chronic pain by 2025 (one of this being our baseline study). We currently analyse patients’ mobility and sleep data collected via wearable digital devices in three projects: In our internal Qutenza™ baseline study as well as in two partnered projects, Bio2Treat and Mobilize-D. Ana- lysing data for the two partnered pro- jects helps us to achieve our ambition of gaining a strengthened understanding of treatment effects. In addition, Machine Learning models and algorithms have been developed to cor- relate with pain data in the future. A strat- egy for implementing digital biomarkers in future Grünenthal programmes will be aligned within senior management. For more information, see infobox about Digital Biomarkers on page 78. « De Novo molecule generation The process of identifying promis- ing molecules to test in the labora- tory is time-intensive and expen- sive. Artificial Intelligence (AI) is empowering our scientists to more efficiently design high-qual- ity molecules with the potential to relieve pain. This supports our constant search for new treat- ments that improve the quality of life for patients worldwide. AI is supporting scientists at Grünenthal to zoom-in on ideal candidates for further research. By combining the knowledge of our chemists with the power of AI, we can generate and analyse a higher number of molecules within a shorter time. Data scien- tists work together with chemists to run digital, multiparametric pro- cesses for optimisation to create ideal candidate molecules that are worth synthesising and testing in the lab. Support from AI will shape phar- maceutical R&D in the future. At Grünenthal, it is already shaping the present. This digital technology is accelerating our work and ena- bling a more targeted approach to research. And it offers exciting opportunities to get closer to our vision of a World Free of Pain.

GRÜNENTHAL RESPONSIBILITY REPORT 2023 Deep Phenotyping Digital biomarkers 78 There are no established and validated objective measures for assessing pain and its impact on the patient’s over- all well-being or objectively quantify- ing the effect of a new treatment on reducing pain. Pain research is based on patient-reported outcomes which can present a particular challenge when evaluating investigational med- icines. This involves patients answer- ing questionnaires during a clinical trial. The patient-reported outcomes are highly subjective responses that might be biased because they allo- cate too much significance to very recent experiences and not enough significance to experiences that are further in the past – but equally rele- vant. This is problematic because the success or failure of a trial is meas- ured by the outcome of those sur- veys. That means it plays a central role in deciding whether an investigational medicine can continue its develop- ment journey and potentially have a positive impact on patients. People with the same disease often experience different symp- toms and respond to the same treatment in a variety of ways. Those outcomes are based on a variety of factors like the age, gen- der, genetics and lifestyle habits of patients. Deep Phenotyping is a way to identify patient out- comes by using comprehensive data. An example phenotype might be patients who are more likely to benefit from a therapy option. This approach evaluates big vol- umes of data in completely novel ways. It enables our scientists to identify patterns and correlations that reach far beyond the disease patients suffer from. These insights open opportunities to explore why a particular group of patients has a certain response to the treatment or to predict how a patient’s dis- ease might have progressed with- out the new medicine. This data-driven technology gives our R&D team a powerful basis for discussions with regulators, healthcare providers and other stakeholders. And it supports our experts as they strive to lead the way forward for pain treatments that meet the needs of patients around the globe. Grünenthal scientists are exploring the potential for digital biomarkers to supplement patient-reported out- comes and address this challenge. Many individuals already collect data about their heart rate, sleep patterns or the number of steps taken with smartwatches or other technologies. Properly implemented into a clinical trial, this data can provide meaning- ful context to patient-reported out- comes and gives clinicians valuable insights into how a potential new drug is affecting patients’ activities related to pain such as sleep quality or move- ment, on a day-to-day basis. Our teams are now conducting pilot projects using digital biomarkers within ongoing clinical trials and in collaborating with external experts. This work aims to boost our efforts to meet the needs of pain patients by understanding the impact of our R&D activities.

Patient 79 Promoting pain research » Innovation requires research to sup- port early-career scientists and clinicians. EFIC-Grünenthal-Grant (E-G-G) Through the EFIC-Grünenthal-Grant (E-G-G), Grünenthal supports young scientists early in their career in carrying out innovative clinical pain research with up to €110,000 provided every two years. Research grants are intended for clinical and human experimental pain research, including innovative educational ini- tiatives aimed at improving diagnosis and treatment of pain. Since 2004, the E-G-G has successfully funded 73 inno- vative research projects, awarding almost €1.8 million to participants in more than 14 countries. The three recipients of the 2023 E-G-G were recognised at the 13th Congress of the European Pain Federation EFIC in September 2023. « https://www.grunenthal. com/en/worldfreeofpain/ initiatives/egg EGG Winners 2023 Earlycareer scientists patient-centred innovation that leads to improvements in life conditions for pain patients. The theme of the 2022/2023 BMP grant is “Healthy sleep for people liv- ing with brain, mind and pain conditions” and the first results have been published online. « www.bmpgrant.eu Brain, Mind and Pain (BMP) Grant » To drive patient-centric innovation in chronic pain and neurological disor- ders, while also rewarding patient-cen- tric and scientifically robust innova- tion, we support the Brain, Mind and Pain Patient-Centred Innovation Grant. It awards €60,000 every two years to research proposals to encourage

GRÜNENTHAL RESPONSIBILITY REPORT 2023 PRODUCT GOVERNANCE AND SAFETY GRI 3-3, GRI 416-1 » Product quality and safety are par- ticularly important in the pharmaceutical industry. We place the highest demands on the quality and safety of our prod- ucts and processes, and apply intensive risk-management and control strategies along all steps of our production process. As a part of our double materiality anal- ysis, a thorough assessment of impacts, risks and opportunities associated with this topic has proven it to be a material topic (see chapter ‘ESG management approaches and materiality analysis, Material topics’ ). The pharmaceutical industry is exten- sively regulated by the EU and national authorities worldwide to ensure that medicinal products are effective and safe to use. Various pieces of legisla- tion set high standards for the content, quality, distribution and promotion of our products, as well as for routine matters such as working conditions. Due to the high product quality and safety stand- ards, as well as the close monitoring in the pharmaceutical industry, Grünenthal is not committed to any additional vol- untary codes in the context of product safety. Our product range includes mature, off-patent medicines that have a long market history and safety record. It also includes innovative medicines that are patent-protected and grant us exclu- sivity to manufacture and market them, 80 Nicola Young, Global Safety Scientist, Marija Stupar, Head Safety & Benefit Risk Opioids and Generics

Patient as well as developmental products. Our products marketed in Europe focus on pain therapies. Our business includes the following regulated activities: Research and development of medicinal products, marketing authorisation, manufacturing, wholesale distribution and supply, phar- macovigilance, and product promotion. Each of these activities is subject to strict regulatory frameworks worldwide. We place the highest demands on the quality and safety of our products and processes. The applicable regulations also include provisions for quality development, safety and efficacy requirements, risk-mini- misation activities, labelling (including warnings), approval, manufacturing, dis- tribution, promotion, pricing and reim- bursement, marketing, and post-mar- keting surveillance of medicines. These high standards and strong control mech- anisms are designed in a way that risks arising from our products are as low and well-managed as possible. In addition, we have a seamless quality manage- ment system to ensure the highest quality and product safety along our production processes. We strive to meet the high- est standards to ensure patient safety. We have established a high-quality phar- macovigilance system to target the best and most timely detection of new risks or new aspects of known risks related to the use of our substances, including risk-min- imisation measures in line with industry standards and international or national regulations. « » Product governance and safety measures « PERFORMANCE INDICATOR 2023 2022 81 Number of pharmacovigilence training assignments (Module 1) 1 completed via eLearning in the last 12-month cycle. 2 Percentage of individual case safety reports performed for health authorities within due time. 2 Number of external quality certifications held by Grünenthal’s manufacturing plants. Globally 4,196 of 4,505 training assignments (93.1% compliance) thereof Headquarters 1,202 of 1,501 training assignments (80.1% compliance) Globally 97.3% thereof Europe: 98.8% Latin America: 92.3% 3 Total: 17 Chile (4) Ecuador (3) 4 Germany (3) Italy (5) Switzerland (2) Headquarters 952 of 1,018 employees 5 (93.5% compliance) Globally 97.9% thereof Europe: 98.5% Latin America: 98.5% Total: 18 Chile (4) Ecuador (4) Germany (3) Italy (5) Switzerland (2) 1 2 3 4 5 General pharmacovigilance training relevant to all employees. An additional module of pharmacovigilance training is offered to departments responsible for activities affected by pharmacovigilance regulations (e.g., commercial areas setting up marketing research activities). Starting in 2023, we will provide global figures for pharmacovigilance. In the transition year of 2023, we will report both the previous scope and global numbers. Moving forward, we will exclusively report the global numbers to provide a comprehensive overview. Late reporting of safety information by some healthcare professionals to Grünenthal during commercial activities, consequently causing a late reporting to the authorities The authority in Peru now accepts the Ecuadorian site’s European certification so no additional local certification of the Ecuadorian site for import to Peru is needed. The KPI methodology refers to the number of training assignments instead of employees. For 2023, we revised the wording of the KPI to be more precise. The KPI methodology remains the same.

People 83 l a i r e t a M i c p o t s n o i t i b m a y t i l i i b a n a t s u s r u O OWN WORKFORCE ATTRACTIVE EMPLOYER · Employee engagement: · Constantly improving our working environ- ment, 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 is globally recognised as an attrac- tive employer by awards and certificates. · Maintain or improve employee engagement scores, including through the Great Place to Work® survey and Trust Index™.2 · Offering a wide range of learning and develop- ment opportunities, sup- ported by learning plat- forms that can respond to individual needs and learning styles. · Increasing the partici- pation in local commu- nity events, measured through number of hours volunteered (e. g., ‘ Grünenthal Gives’). · Human capital fairness: Ensuring full alignment with relevant Human Resources (HR) regula- tions, health and safety standards, and legislation related to freedom of association. inclusion: 1 · Equity, diversity and · Offer a workplace that mirrors the diversity of society and takes a leading role for equity, diversity and inclusion. · All policies and practices will be inclusive and encourage diversity and equity by the end of 2025. · Move closer each year towards achieving gen- der parity in leadership and executive roles. · Increase the diversity of our workforce. 1 2 “Equality, diversity and inclusion” has been renamed “Equity, diversity and inclusion”. The content scope remains unchanged. Trust Index™ is a key indicator that states how employees evaluate the company’s management.

GRÜNENTHAL RESPONSIBILITY REPORT 2023 » KEY ACHIEVEMENTS IN THE MATERIAL TOPICS IN 2023 « Attractive employer · Certified as a Great Place to Work® in 24 entities across 19 countries, following the latest survey from 2022. · Grünenthal Italia recognised as one of the best workplaces for women in the country by Great Place to Work®. Own workforce · Celebrated first Environ- ment, Health and Safety (EHS) Day to promote awareness of environmental protection and occupational accidents and disease prevention. · Enrolled 300 global leaders in Leadership Learning Labs to foster conscious inclusion. · Received no cases of discrimi- nation allegations to our Ethics Helpline. · Grünenthal Spain recog- nised for ‘Best strategic plan for diversity and inclusion in a small and medium size company’. · Launched Grünenthal Gives initiative, whereby employees are able to dedicate one work day per year as a volunteer for a local cause. 84 Paulina Gutierrez Villanueva, Employer Branding specialist, with colleagues

People PEOPLE » BEING PART of our global Grünenthal team means working together towards a World Free of Pain. The patient is at the core of everything we do and everyone at Grünenthal contributes to improving their lives for the better. We want our employees to understand the value they bring to our society and at the same time, we want to provide them with a work- ing environment that enables their best performance. We offer a variety of initiatives to pro- mote our culture, foster trust, and pro- mote diversity and inclusion. As part of our materiality analysis, we identified two material topics in the area of ‘Peo- ple’: Attractive employer and Own work- force. The latter incorporates the topics of Human capital fairness, Equity, Diver- sity and Inclusion as well as Employee engagement, which were previously out- lined as separate material topics. « Own workforce Attractive employer » THIS MATERIAL TOPIC captures a variety of important factors that affect our workforce. These include Human capital fairness (which covers the health and safety of our employees), Employee engagement, and Equity, Diversity and Inclusion. » WE WANT TO CREATE the best pos- sible conditions for our employees - in their working and personal environment. We provide an environment where peo- ple can thrive in rich and varied roles, while also offering growth opportunities and an extensive range of benefits. « 85 HEALTHY EMPLOYEES and safe work- ing conditions are the basis for our suc- cess. To maintain this, we rely on compre- hensive health measures and the highest safety standards. WE STAND UP for equity, diversity and inclusion. We want to increase diversity and equity in our company, and strive to equip our leaders to act as role models for an inclusive environment. FOSTERING A HIGH-PERFORMANCE CULTURE and living our Values & Behav- iours is key to our success. We seek continuous improvement and invest in regular 360-degree feedback processes across the organisation. « OWN WORKFORCE GRI 3-3 » As a part of our double materiality anal- ysis, a thorough assessment of impacts, risks and opportunities associated with this topic has proven it to be a material topic (see chapter ‘ESG management approaches and materiality analysis, Material topics’ ). «

GRÜNENTHAL RESPONSIBILITY REPORT 2023 » Our employees (headcount) « GRI 2-7 Total number of employees Of which female Of which male Breakdown by region Headquarters and German Sales Division 86 Permanent employees Of which female Of which male Breakdown by region Europe Latin America USA Asia Temporary employees Of which female Of which male Breakdown by region Headquarters and German Sales Division Europe Latin America USA Asia Headquarters and German Sales Division Europe Latin America USA Asia 2023 4,401 2,197 2,204 1,236 1,505 1,455 204 1 4,152 2,078 2,074 1,094 1,398 1,455 204 1 249 119 130 142 107 0 0 0 2022 4,431 2,223 2,208 1,327 1,277 1,641 185 1 4,223 2,139 2,084 1,160 1,241 1,636 185 1 208 84 124 167 36 5 0 0 2021 4,507 2,297 2,210 1,323 1,283 1,733 168 - 4,132 2,101 2,031 1,176 1,150 1,638 168 - 375 196 179 147 133 95 0 -

Full-time employees Of which female Of which male Breakdown by region Headquarters and German Sales Division Europe Latin America USA Asia Part-time employees Of which female Of which male Breakdown by region Headquarters and German Sales Division Europe Latin America USA Asia 2023 4,132 1,957 2,175 1,034 1,442 1,454 201 1 269 240 29 202 63 1 3 0 2022 4,161 1,977 2,184 1,124 1,213 1,640 183 1 270 246 24 203 64 1 2 0 Grünenthal Meds employees (headcount) The scope of this report does not extend to Grünenthal Meds, however, we are already providing initial key fig- ures to prepare for full integration into our reporting. Total number of employees Of which female Of which male Permanent employees Of which female Of which male Temporary employees Of which female Of which male Full-time employees Of which female Of which male Part-time employees Of which female Of which male 2023 121 66 55 113 62 51 8 4 4 People 87 2021 4,220 2,034 2,186 1,114 1,208 1,732 166 - 287 263 24 209 75 1 2 - 2023 117 62 55 4 4 0

GRÜNENTHAL RESPONSIBILITY REPORT 2023 Human capital fairness Occupational health and safety GRI 403-1, GRI 403-2, GRI 403-4, GRI 403-5, GRI 403-7, GRI 403-8, GRI 403-9 » We have a clear goal concerning safety: VISION ZERO. This goal strives for zero accidents in the workplace, with an accompanying target of zero Lost Work- ing Days due to accidents. Strengthening safety awareness is fun- damental to this approach. At our man- ufacturing sites, for example, employees observe the safety behaviour of their colleagues, provide constructive feed- back and report near misses. This helps to prevent accidents and correct potential issues before accidents occur. « 88 GRI 3-3 » Our employees are our greatest asset. They create the foundation for our suc- cess through their daily contributions. We believe that we can only flourish as an organisation by ensuring the contin- ued health and wellbeing of our people. We take a holistic approach to ensur- ing this by offering health and safety programmes, as well as training across the countries we operate in. We comply with the highest standards in the areas of human resources management and occupational health and safety, and often go beyond legal requirements, for exam- ple with our comprehensive approach to zero accidents in the workplace. « Health and wellbeing initiatives GRI 403-3, GRI 403-6 » Maintaining and improving mental and physical health is essential for everyone. We provide our employees with regular training, health services and other pro- grammes that support physical, psy- chological and social health. Alongside these programmes, we also have com- pany doctors and nurses present on several of our manufacturing sites. They provide medical services including pre- ventive occupational medical care, rel- evant occupational health examinations and vaccination programmes (including for seasonal influenza). Services vary by location. « ISO 45001 and EHS Policy – The highest standards » To maintain the highest safety stand- ards and reach our goal of VISION ZERO, all of our manufacturing sites operate occupational health and safety man- agement systems that are certified in line with the ISO 45001 standard. We have manufacturing sites in Chile, Ecuador, Germany, Italy and Switzerland. In addition, we have implemented the ‘Policy on Occupational Safety, Health and Environmental Protection, and Energy’ (EHS Policy) at all of our sites. This sets out our obligations to comply with health protection and measures to actively improve occupational safety, while also defining accountability. In this way, it creates a basis for a safe working culture. The EHS Policy applies to all of our employees and is also binding for our suppliers. To reach our employees in the best possible way and to ensure that the entire workforce is covered by the policy, it is available in English, German, Italian and Spanish. «

People 89 Psychological and social health and resilience. · Activities related to mind fulness · Healthy leadership life situation · Occupational integration coaching. management for the re- integration of employees after long periods of illness. Examples of the comprehensive health services and programmes at our headquarters in Aachen, Germany Physical health · Digital workshops and long-term courses such as yoga, back ergo- nomics and active breaks. · Live lectures and speeches about topics such as mental health. · Additional health offers for our employees working in production on the subject of shifts and healthy sleep as well as ergonomics. · Subsidised employee membership for fitness studios. · Digital sports and health courses via Voiio, a corporate digital plat- form for private and family life. Fitness facilities at German Sales Division in Stolberg

GRÜNENTHAL RESPONSIBILITY REPORT 2023 Our global EHS network EHS training 90 » All of our manufacturing sites receive regular Environment, Health and Safety (EHS) audits and standardised risk assessments. This supports our efforts to identify risks and find opportunities for improvement. To ensure that our high standards are met in the best possible way, local EHS man- agers are employed at all of our manu- facturing sites. They monitor safety and health regulations, check risks and eval- uate potential for improvement with employees. The EHS managers directly report to their respective site director and with a dotted line to the Global EHS unit at our headquarters in Aachen, Germany. The global unit is responsible for monitoring and guidance to ensure compliance with EHS regulations, and it reports on pro- gress and risks regularly to the Corpo- rate Executive Board. The sites each have their own EHS com- mittees that bring together the local EHS contacts, employee representatives and the local management team. In addition, meetings between the local EHS manag- ers and the Global EHS team take place at least once a month. Employees are regularly informed about progress, risks and innovations via global and local town hall meetings. They also have the opportunity to suggest improve- ments and point out risks. « · Contractor management · Work at height · Lock out, tag out · Hot work · Electrical safety · Emergency preparedness · Confined space entry · Hazardous materials handling · Safety behaviour · Safe operation of trucks and forklift trucks · Machine guarding · Waste management · Spill response « » To create a prevention mindset, we conduct training sessions and regularly inform our employees about relevant safety issues. Depending on the level of exposure to risks, employees receive access to extensive, customised train- ing programmes that are adapted to local conditions. The scope of the train- ing depends on the employee category. Employees with specific responsibili- ties or higher exposure to risks receive more extensive training than, for exam- ple, office employees without direct con- tact with production processes. In addi- tion to regular general EHS training for all employees, specific training includes: » Workrelated injuries and fatalities « GRI 403-9 Work-related injuries and ill health of which high-consequence work-related injuries (excluding fatalities) of which work-related illnesses Work-related fatalities 2023 2022 31 16 2 0 29 18 0 0

GRÜNENTHAL RESPONSIBILITY REPORT 2023 92 EHS Day at Grünenthal In September 2023, we celebrated our first Environment, Health and Safety (EHS) Day. It aimed to pro- mote global awareness about environmental protection and preventing occupational acci- dents and diseases. We want to make our workplace safe and environmentally friendly by aim- ing for zero accidents, zero net CO2 emissions and zero waste. In the last three years, we have decreased the number of acci- dents that led to sick days at our manufacturing sites by 62 per- cent (27 percent reduction com- pared to 2022), reduced CO2 total equivalent emissions in 2022 for Scope 1 and 2 by 6 percent vs. 2021. On EHS Day, we reminded our teams about these important goals and asked them to make a personal commitment. Local EHS teams prepared different activities covering key topics for each site. EHS Day at Grünenthal affiliate Chile

People 93 Equity, diversity and inclusion GRI 3-3, GRI 405-1, GRI 406-1 » Equity, Diversity and Inclusion is a business imperative that is embedded in our company’s Values & Behaviours. Grünenthal wants to provide a work environment where everyone feels val- ued, respected, included and empowered to be their best, bring great ideas to the table and develop their full potential as a contributor to the success of Grünenthal and the communities we serve. « Antidiscrimination » Our confidential Ethics Helpline is available for everyone in and outside of Grünenthal. It supports our efforts to address and prevent every form of dis- crimination by giving all employees, busi- ness partners and other stakeholders the opportunity to seek help if they experi- ence discrimination. Employees can find information about the Ethics Helpline in a dedicated Standard Operating Pro- cedure, on Grünenthal’s intranet and on physical notice boards at our sites. Exter- nal parties can find details on our corpo- rate website. Reported incidents will be investigated discreetly and neutrally by the Compli- ance Organisation following a plausibil- ity check and in accordance with appli- cable data protection laws. The team works closely with our global and local HR functions. Innovation is one of the key enablers of our success. We are convinced that bril- liant ideas leading to innovative solutions are generated when diverse teams and leaders with a variety of different per- spectives, capabilities, experiences and ideas work together. No cases of discrimination were reported to the Ethics Helpline in 2023. For further information please refer to the chapter ‘COMPLIANCE, ETHICS AND TRANSPARENCY’ . « What does diversity mean at Grünenthal? » At Grünenthal, we acknowledge and celebrate everybody’s individuality. Indi- vidual differences can include life expe- riences, thinking and working styles, per- sonality types, race, socio-economic status, class, gender, sexual orientation, country of origin, ability, cultural, political, religious views and other affiliations. Our company actively seeks and embraces a diverse mix of people and views. We see diversity as a strength, and we recognise the value of diverse teams and thinking in our organisation, especially innovation. This is why we promote and encourage diversity in all of our teams and strive to create a culture of inclusion where all of our people can unleash their full poten- tial. « Diversity & Engagement Council » We established a global Diversity & Engagement Council in 2022 to define the strategic goals for Diversity & Engage- ment across our organisation. The Council is also responsible for gov- erning and monitoring the impact of initi- atives related to Diversity & Engagement. In this way, it is striving to strengthen Grünenthal as a trusted corporate brand, ensuring progress against our objectives. Reflecting our progress against our Diversity & Engagement strategy, we have an increase in external recognition as an attractive employer through awards and certificates. «

GRÜNENTHAL RESPONSIBILITY REPORT 2023 » The three pillars of our Diversity & Engagement strategy « ENHANCING OUR DIVERSITY DRIVING CONSCIOUS POSITIVELY IMPACTING OUR INCLUSION LOCAL COMMUNITIES Enhancing our talent pool through attraction, retention and enable- Creating psychological safety and Inspiring younger generations, belonging through our people partnering with diverse suppliers ment of diverse talent processes and leadership and supporting through volunteering 94 Global campaigns underline our commitment to diversity International Women’s Day 2023 Pride Month 2023 · Integrated and coordinated global campaign to underline Grünen- thal’s commitment to diversity and inclusion topics. · Grünenthal leaders joined a live panel debate to discuss topics related to gender equality. · Under the motto Proud to be myself. Proud to stand by you; we worked together with the LGBTQ+ Employee Resource Group to cre- ate the communication for 2023. · Comprehensive global design tailored to suit local activities and initiatives. LinkedIn 1 · Impressions: 10,923 · Reactions: 321 · Shares: 21 LinkedIn 1 · Impressions: 8,758 · Reactions: 296 · Shares: 17 1 Average figures of the respective campaigns, status November 2023 Driving conscious inclu sion through Leader ship Learning Labs Consisting of four modules, our Leadership Learning Labs were designed to further develop the maturity of our leaders to foster inclusion in their teams. Modules included topics such as: empow- erment, identity, curiosity and judgement. Leaders came together to learn and share their own personal experiences and best practices as they grow together. Leadership Learning Labs improved the awareness of 300 global leaders in 2023 · 4 modules · 37 sessions · 300 participants · 740 participations · 1,110 total hours invested · 5.6 OUT OF 7 overall rating

3,000 hours of volunteering People 95 Ellen Nimtsch, Doris Rongen and Hilde Beschoten from the Global HR team during their Grünenthal Gives day Positively impacting our local communities through Grünenthal Gives need through to cleaning beaches, planting trees and supporting youth groups. initiative. In 2023, we launched our Grünenthal Gives It gives every employee one day each year that they can dedicate to a local cause. Together, our people committed more than 3,000 hours of volunteer- ing work during the year. Activities ranged from cooking for families in The initiative empowers our teams to give something back to their commu- nity by participating in projects that do not fit into a regular workday. All of our 4,400 employees worldwide are encouraged to get active for Grünenthal Gives and make a posi- tive difference in their local area.

GRÜNENTHAL RESPONSIBILITY REPORT 2023 Enhancing our diversity best practice Spain Grünenthal is on a journey to promote a diverse, inclusive and fair culture in its workplaces around the globe. Our Spanish colleagues celebrated two important milestones on this journey during 2023. In July, Grünenthal Spain received the Best Strategic Plan for Diversity and Inclusion in a Small and Medium Size Company award. This was presented at the Diversity, Equity and Inclusion (DE&I) Awards event, which is organ- ised by the Adecco Foundation and the Club de Excelencia en Sostenibilidad (Excellence in Sustainability). an initiative promoted by the Diversity Foundation that is also supported by the European Commission. Our com- mitment to the Charter provides a clear public statement of our dedica- tion to this important set of topics. During December, colleagues from Grünenthal Spain attended a special ceremony to sign the Diversity Char- ter 2023-25. This document features ten principles related to diversity and inclusion in the workplace. It is part of Other Grünenthal affiliates, such as Portugal, have also signed a Diversity Charter. https://www.grunenthal.es/ medios/archivohistorias/ premiodiversidadfunda cionadecco 96 Colleagues from Grünenthal Spain at the award ceremony

People 97 Enhancing our diversity best practice Chile “I have been working at Grünenthal for 13 years. I have developed a successful career during this time, and I am con- tinuing to grow personally and profes- sionally. My disability has never been an issue. Alongside being in charge of the inter- nal pharmacy at our Santiago site, I am an active member of the Grünenthal Chile Emergency Brigade – the first-re- sponse team in case of emergencies at our facility. I have achieved the posi- tion of brigade lieutenant. Thanks to Grünenthal, I have also successfully gained my certification as an inclusion manager. My job requires me to move around a lot, so having universal accessibility at our Santiago site makes it easier for me to go from one place to another. It also supports my brigade work. It may seem trivial, but this level of access makes a big contribution to facilitating a more inclusive society. I have an 8-year-old daughter, and she is growing up in a world that is much more accessible and inclusive for all people. This is fundamental for me. There is a wide range of disabilities, and we must continue to work on building a more inclusive society with a diverse range of visible role models.” Rodrigo Caceres Internal Pharmacy Coordinator Grünenthal Chile

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 » Diversity (headcount) « DIVERSITY OF GOVERNANCE BODIES AND EMPLOYEES Corporate Executive Board and Advisory Board 2023 2022 2021 Gender male Gender female Under 30 years old 30 – 50 years old Over 50 years old Percentage of employees in R&D: Gender male Gender female Under 30 years old 30 – 50 years old Over 50 years old Percentage of employees in Global Commercial: 98 Gender male Gender female Under 30 years old 30 – 50 years old Over 50 years old Percentage of employees in Global Operations: Gender male Gender female Under 30 years old 30 – 50 years old Over 50 years old Percentage of employees in Corporate Functions: Gender male Gender female Under 30 years old 30 – 50 years old Over 50 years old 75% 25% 0% 87% 13% 37% 63% 2% 66% 32% 43% 57% 4% 61% 35% 57% 43% 15% 58% 27% 49% 51% 18% 60% 22% 88% 12% 0% 75% 25% 37% 63% 2% 64% 34% 44% 56% 4% 58% 38% 58% 42% 13% 55% 31% 47% 53% 19% 57% 24% 88% 12% 0% 75% 25% 37% 63% 2% 64% 32% 44% 56% 3% 60% 37% 57% 43% 11% 59% 30% 47% 53% 17% 56% 27%

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People 99 » Our employees « Women 47 % Men 53 % Grünenthal Meds diversity of governance bodies and employees The scope of this report does not extend to Grünenthal Meds, however, we are already providing initial key fig- ures to prepare for full integration into our reporting. Percentage of employees in Global Commercial: Gender male Gender female Under 30 years old 30 – 50 years old Over 50 years old 2023 Percentage of employees in Global Operations: Corporate Executive Board and Advisory Board Gender male Gender female Under 30 years old 30 – 50 years old Over 50 years old Percentage of employees in R&D: Gender male Gender female Under 30 years old 30 – 50 years old Over 50 years old Gender male Gender female Under 30 years old 30 – 50 years old Over 50 years old Percentage of employees in Corporate Functions: Gender male Gender female Under 30 years old 30 – 50 years old Over 50 years old 55% 45% 0% 67% 33% 37% 63% 6% 69% 25% 2023 49% 51% 1% 49% 50% 47% 53% 5% 42% 53% 36% 64% 18% 45% 36%

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 Grünenthal Values & Behaviours We are patient- centric We live entrepre- neur ship We join forces We act with integrity We drive performance 100 We put our patients first when making decisions. We want to understand their needs and expe riences, and custom- ise solutions to improve their lives. We try new things and take smart risks. We think and act strate gically, spot trends, plan longterm and create opportunities for growth. We work to win – and be better. We actively seek diverse input when designing so- lutions. We listen to each other, share knowledge to ensure a common understanding, and we always strive to learn from each other. In everything we do, we always advocate and apply the highest ethical standards, while treating people with respect and empathy. We want to share our vision and inspire each other to achieve our meaningful success together. Employee engagement GRI 3-3 » Our employees commit to help bring our values to life and contribute to evolving our culture. At Grünenthal, we think and act with the patient in mind, we acknowledge that our people make the difference, and we join forces to create value. Five Values, supported by specific Behav- iours, guide our decision-making and provide a clear indication of how we are expected to behave – as individuals and as an organisation. Wherever Grünenthal has a presence or impact, we must live up to our company Values & Behaviours. We measure the engagement of our employees through the Great Place to Work® survey. « Training and career development GRI 404-2, GRI 404-3 » Each and every employee at Grünenthal is considered a talent, and we actively promote growth and devel- opment for every member of our teams. Leaders work together with their team members to create tailored personal development plans. They also hold reg- ular reviews of performance and career development. «

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People 101 In 2023, we introduced our Global Oper- ations Leadership Academy via a pilot project at our site in Aachen. In 2024, we will be rolling out this initiative across all of our manufacturing sites and our global functions in Global Operations to create a common understanding of what great leadership means and how our leaders can act as role models. More information can be found in our Grünenthal Report . « »Our commitment to investing in our people also includes providing a range of learning and growth opportunities such as additional role responsibilities, train- ing, and coaching and mentoring pro- grammes. In this way, we encourage our employees to unleash their full potential. Our employees are expected to take ownership and drive progress for their own development. They can do this by making proposals and discussing aspi- rations, potential development areas and actions with their manager. Leaders at Grünenthal are responsible for supporting the development of their team by leveraging their strengths, iden- tifying areas for improvement and provid- ing opportunities for growth. Every leader is required to create a learning environ- ment, applying the 70/20/10 approach. This approach states that 70 percent of learning is ‘on the job’, 20 percent of learning comes from conversations with others such as colleagues, and 10 per- cent of learning comes from ‘off the job’ activities such as courses or seminars. To support ‘off the job’ learning, we offer an extensive range of advanced training courses that are made availa- ble through our Learning Management System and other platforms. Colleagues have access to online learning from top academic institutions such as Coursera and LinkedIn Learning. This can support their goals for growth within their current role or enable them to develop skills that support progress into their next position. At the end of 2023, over 2,200 col- leagues were utilising LinkedIn Learning to aid their development. We offer a variety of training activities for colleagues who do not have regular access to Grünenthal’s digital services, such as certain workers at our manufac- turing sites. This covers topics including health and safety, continuous improve- ment in job-relevant applications, as well as training in collaboration principles such as giving and receiving feedback.

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People 103 ATTRACTIVE EMPLOYER GRI 3-3 » Grünenthal is a unique place to work – a mid-sized, science-driven company that is on a journey. Our employees work in rich and varied roles, and they join forces across our teams, functions and international locations. They work hard, challenge and support each other, and seek opportunities to learn while demon- strating integrity in everything they do. Employees can experience the impact they can have on the lives of the patients we serve and on the results we achieve – in our labs, in our manufactur- ing sites, in our offices and when inter- acting with healthcare professionals. Every employee plays an important role in helping to achieve our common goals. We are convinced that it takes a team to truly change lives for the better. Our strong employer brand helps us to attract and retain talented people. As a part of our double materiality anal- ysis, a thorough assessment of impacts, risks and opportunities associated with this topic has proven it to be a material topic (see chapter ‘ESG management approaches and materiality analysis, Material topics’ ). « » Careers website numbers 2023 « · 240,612 visits on careers · 16,750 completed applications · +52% candidate profiles 2 website 1 Strengthening our employer brand on social media » In 2023, we launched a new section on our LinkedIn account dedicated to shar- ing insights into our company culture and exciting career opportunities. We con- tinuously share employer brand content on LinkedIn and Instagram and support our recruiting efforts for key positions through dedicated job publication posts on LinkedIn. « » Selected insights 2023: Attract, retain and grow the right talent « · 716 new colleagues joined in 2023 · 45 nationalities · 17 active graduates and post- doctorates in the Global Grad- uate Programme in 2023 Flexible working models » Creating an atmosphere of mutual trust among our employees is particu- larly important to us. Our hybrid work- ing model, Smartwork, enables flexi- ble arrangements for office and remote working. This helps to facilitate a positive work-life balance. Balancing family life and a career can be a daily challenge for working parents, for example. At our site in Aachen, Germany, we provide childcare facilities to help with this challenge. We help balance family life and career. « Our remuneration principles GRI 2-30 » We use a standardised and transpar- ent global process for remuneration. Job scope, market competitiveness and performance are the key elements of our remuneration philosophy. Using an established, market-based job evaluation system helps to ensure inter- nal and external equity via a consistent approach. All parts of the total remuner- ation package are based on local market practice. « 1 2 14. Feb. – 31 Dec. 2023 17,424 profiles vs. 11,424 in FY 2022

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 approach through our Great Place to Work® survey, which we run every two years. It gives us a clear benchmark of where we stand and enables us to track our progress. This also resulted in Grünenthal being certified as a Great Place to Work® in 24 entities spread across 19 countries, including at our headquarters and all of our manufacturing sites. We plan to conduct the next Great Place to Work® survey in 2024. On our Group Scorecard for 2024, one of our objec- tives is to maintain our high levels of engagement. 3 « The latest results of the Great Place to Work® survey conducted in 2022 con- firmed the positive trends seen in pre- vious surveys. More than 3,500 of our employees shared their feedback, which is a participation rate of 83 percent. 2 With 81 percent of participants stating that Grünenthal is a great place to work, we were able to maintain our high rate from the year 2020 (81 percent). 2 104 » Through comprehensive benchmark- ing based on leading data sources and insights from industry experts in each local market, we aim for competitive sal- aries and benefits structures. These are regularly reviewed in view of the respec- tive target groups and business needs. In Germany, about 60 percent of our employees are covered by collec- tive bargaining agreements. Counting works agreements as well, this number increases to 98 percent. 1 The remaining 2 percent that are not covered by these agreements are senior executives. Grünenthal offers a wide range of additional competitive monetary and non-monetary benefits, including health- care and pension, in the context of the local market. Benefits may include medi- cal insurance, company car, fitness allow- ance as well as membership and service fees, training or education, additional holidays, special discounts and other support. « Grünenthal – a Great Place to Work© » Our regular employee satisfaction sur- veys and 360-degree leadership feed- back surveys provide us with contin- ual and actionable insights. Employees can also tell us anonymously what they think about our culture and leadership Colleagues in Chile celebrating the Great Place to Work® certificate 2023 1 Outside of Germany, respective data is not consolidated. 2 2022 and previous years are not in the scope of the limited assurance audit for 2023. 3 Not incentivised

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People One of Italy’s best work places for women Grünenthal’s Italian affiliate and our manufacturing site in Origgio have been certified for gender equality from Bureau Veritas. They are among the first Italian compa- nies in the pharmaceutical sector to receive this recognition. They are also certified as a Great Place to Work®. In addition, Grünenthal Italia was recognised as one of the best workplaces for women in the country by Great Place to Work® in 2023. These two external rec- ognitions analysed our strategic direction, human resources pol- icies and internal culture. They provide positive feedback on our commitment to creating an inclusive, respectful and open workplace. Colleagues in Italy celebrating their award 105 “Our goal is to create a workplace environment where everyone feels respected and valued, regardless of their background or identity.” Laura Premoli, General Manager Grünenthal Italy “ Certifications and recognitions confirm the positive progress we are making with our approach.” Giovanni Marangoni, Site Director Italy

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 » Employee turnover « GRI 401-1 NEW EMPLOYEE HIRES AND EMPLOYEE TURNOVER 2023 2022 2021 1 Total number and rate of new employee hires during the reporting period, by gender and region (headcount) 2 Total number of which Gender male Gender female Breakdown by region Headquarters and German Sales Division Europe Latin America USA Asia 106 Total number and rate of employee turnover during the reporting period, by gender and region (headcount) 3 Total number of which Gender male Gender female Breakdown by region Headquarters and German Sales Division Europe Latin America USA Asia Total turnover rate 716 357 359 150 337 189 40 0 246 120 126 54 78 98 16 0 674 362 312 194 223 215 41 1 276 134 142 65 76 122 13 0 520 273 247 88 128 207 97 0 277 114 163 72 91 106 8 0 5.6% 6.2% 6.1% 1 2021 figures are not in the scope of the limited assurance audit for 2023. 2 3 Turnover (voluntary) globally New hires (globally) and split by region as in Global HR Report: Germany (HQ/GSD), EU, LatAm, US; only employees who are hired for at least six months are taken into account.

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People » CORPORATE CITIZENSHIP « PERFORMANCE INDICATOR NUMBER OF INITIATIVES 2023 NUMBER OF INITIATIVES 2022 Number of Corporate Citizenship initiatives in: (i) ad-hoc disaster relief (ii) philanthropic activities (iii) healthcare support activities in the year » Improving quality of life for people and communities beyond our core business is a key part of our Corporate Respon- sibility Programme. It is important for us to make a meaningful contribution to the communities where we operate and to broader society. We have a long tradition of supporting projects and charities that have a positive impact, and this was fur- ther emphasised during 2023. In addition to supporting local out- reach activities through our Patient Impact Initiatives, which are closely linked to our core business (see chapter ‘PATIENT’ ), we also support other projects with donations. As a company, we believe it is our respon- sibility to support relief efforts in any way we can. In February 2023, a powerful earthquake struck parts of Turkey and Syria. Grünenthal donated €250,000 to support efforts to help the people and 3 initiatives: Financial donation to the Red Cross for emergency aid after the severe earthquakes in Turkey and Syria; Disaster relief for Brazil after the landslides in São Paolo and for Chile after the wildfires in the south of the country 3 initiatives: Financial donations to the Red Cross to support Ukraine and product donations through our partners Action Medeor and Uniklinikum Aachen 6 initiatives: To promote regional projects to improve hospice and palliative care and the mobility of people with disabilities 5 initiatives: Basic research activities at local Aachen University and support of playground at local kindergarten 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 5 initiatives: Focus on support of palliative care, e. g. via palliative care foundation or a local Lions Club that supported a local hospice. communities affected. In the same month, landslides in São Paulo, Brazil, and wild- fires in the south of Chile caused tremen- dous loss of life and property. Grünenthal donated €50,000 to relief projects. « 107 Colleagues at our headquarters made donations in kind for those affected by the war in Ukraine. Björn Czachurski, GO Controlling, and Mark Uyterwijk, Global Procurement, used their Grünenthal Gives day to prepare donated equipment for shipping.

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Planet l a i r e t a M i c p o t s n o i t i b m a y t i l i i b a n a t s u s r u O RESPONSIBLE USE OF RESOURCES CLIMATE CHANGE 3 2021 – 2023 2024+ 2021 – 2023 2024+ · Reducing normalised waste (tonnes/produced units or volume per site) by 3 percent each year. · Reducing water consump- tion (m3/produced units or volume per site) by 2 percent each year. 4 · Achieving zero waste to landfill status at all manufacturing sites. · Reducing normalised hazardous nonrecyclable waste from manufactur- ing activities (tonnes/ produced units or volume) by 2 percent per manu- facturing site each year until 2040. · Increasing recyclable waste from manufactur- ing activities (tonnes/ produced units or volume) by 2 percent per manu- facturing site each year until 2040. · Achieving zero waste to landfill status from manufacturing activities at all manufacturing sites by 2024. · Reducing water consump- tion (m3/produced units or volume) by 2 percent per manufacturing site each year. 4 · Achieving recertification from My Green Lab® at all of our research laborato- ries by the end of 2025. · Achieving net zero emissions in Scope 1 and 2 by 2030. · Reducing CO2 emissions (CO2e/produced units or volume per site) by 3 per- cent per site each year. · Reducing normalised energy consumption (kWh/produced units or volume per site) by 3 percent each year. · Working with our key suppliers to achieve a commitment to use 100 percent renewable power and implement an energy reduction stand- ard by 2030. · Reducing Scope 1 and Scope 2 green house gas emissions by 50 percent by 2030 compared to 2020. 3 · Reducing greenhouse gas emissions by 4.2 percent each year until 2030 (absolute reduc- tion, tonnes). 1 · Engaging our key sup- pliers who account for 67 percent of our total Scope 3 greenhouse gas emissions to have emissions targets that are validated by the Science Based Targets initiative by 2028. 2 109 1 2 3 4 This target is based on a 3 percent reduction in normalised energy consumption. In line with our new SBTi commitment, we have adjusted our initial supplier engagement approach and made it more holistic. Following the signing of the SBTi commitment in Q4 2023, we are adjusting our targets starting from 2024 to align with the SBTi methodology for near-term objectives. We refer to water consumption as water withdrawal divided by production volume, rather than using the GRI definition for water consumption.

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 » KEY ACHIEVEMENTS IN THE MATERIAL TOPICS IN 2023 « Climate change · Committed formally to set near- term company-wide emission reductions in line with climate science with the Science Based Targets initiative (SBTi). · Introduced a Corporate Environ- mental Impact Assessment (EIA) standard. · Executed an Environmental Impact Assessment for photovoltaics at Origgio manufacturing site, and installed 642 solar panels for a total power installation of 298.53 kW. · Reduced company-wide CO2 emissions in Scope 2 by 6.7 per- cent year-on-year by reduc- ing total energy consumption by 7.7 percent following investments in energy efficiency projects and transition to increased renewable energy at production sites (e.g., in Mitlödi, Santiago and Origgio). · Reduced carbon emission inten- sity by 15.7 percent. · Commenced open exchange with selected Advance suppliers identifying best practices such as tools for greenhouse gas invento- ries or processes for defining sci- ence-based targets for reducing emissions. 110 Responsible use of resources · Continued development of corporate environmental standards for responsible use of key natural resources at manufacturing sites. · Reduced energy consump- tion by 7.7 percent in 2023 compared with 2022 and reduced energy intensity (energy consumed per pro- duction output) across all of our manufacturing sites. · Achieved zero waste to landfill status for all Latin American offices. · Grünenthal Chile achieved third place in the Zero Waste Spirit category at Zero Waste 2023 awards. · Implemented wastewater man- agement programme targeting active pharmaceutical ingre- dients in wastewater from our European sites. · Reduced air exchange rates outside production times, achieving significant energy savings in production areas and laboratories, equivalent to 218 tonnes CO2-equivalent per year – approx. the energy use of 27 homes for one year.

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Planet PLANET » WE ARE COMMITTED to minimising negative environmental impacts from our global operations. We constantly monitor our performance and practices. This enables us to take action in line with our focus on continuous improvement, while also adapting to new regulatory requirements effectively. Together with our stakeholders including employees, partners and customers, we are striving to shrink our carbon footprint in Scopes 1, 2 and 3, decrease our consumption of energy and other resources, and reduce the volume of waste generated in our value chain. In November 2023, we took a significant step forward by signing the Science Based Targets initiative (SBTi) commit- ment letter, aligning our ambitions with near-term targets for Scope 1 and 2 emis- sions. Moreover, we extended our com- mitment to include Scope 3 emissions, broadening our focus to engage our sup- pliers responsible for 67 percent of our total Scope 3 greenhouse gas emissions. By 2028, we aim to ensure that these suppliers have science-based emissions targets. This strategic move underscores our dedication to global sustainability and our proactive approach towards reduc- ing our carbon footprint across our value chain. Concurrently, starting in 2024, we are shifting our focus within our responsibil- ity framework to prioritize the reduction of hazardous non-recyclable waste and the increase of recyclable waste per- centage. While our previous ambition of total waste reduction per production volume was commendable, this strate- gic adjustment reflects our commitment to tackling specific environmental chal- lenges more directly. By concentrat- ing our efforts on minimizing hazardous waste and maximizing recycling, we aim to significantly enhance our environmen- tal performance and contribute to a more sustainable future. This shift underscores our dedication to responsible waste man- agement practices, aligning with our broader sustainability goals to minimize our environmental impact and promote circular economy principles. Through targeted initiatives, collaborations and supplier engagement, we strive to con- tinuously improve our waste manage- ment processes, driving positive change both within our operations and across our value chain. « Responsible use of resources » THE RESPONSIBLE USE OF RESOURCES limits our impact on the environment. We place a strong focus on energy and water consumption, as well as the handling of production waste. « 111 Climate change » WE WANT TO BETTER UNDER- STAND the impact on climate change of our business operations and supply chain and take action to reduce it. We measure our corporate carbon footprint and set targets for reducing CO2 emissions. «

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 112 Environmental excellence strategy » The world’s limited resources are becoming increasingly depleted, and the environmental footprint of humankind is already more than the planet can sustain. This is why we take responsibility for our impact on the environment. We have set up a comprehensive envi- ronmental management system including governance, processes and responsibil- ities that drive progress towards achiev- ing our ambitions in this field. We follow leading international envi- ronmental standards and conventions. We collect and analyse data from our manufacturing sites to improve effi- ciency, reduce energy consumption and cut waste generation. We continue to implement a comprehensive environ- mental management system based on the ISO 14001:2015 standard, regulatory requirements, corporate environmental standards, the United Nations Sustaina- ble Development Goals, the Greenhouse Gas Protocol and best practice from around the globe. « » In addition, we continue to develop a robust environmental data manage- ment and monitoring system for waste, water, wastewater, energy, greenhouse gas (GHG) data from our manufacturing sites, and Scope 3 GHG emissions. To push our excellence strategy further, we update the GHG inventory at our sites and across our downstream value chain each year. We are also follow- ing our Planet Roadmap to achieve our ambitious goals. This roadmap includes reducing GHG emissions and waste, sav- ing water and pursuing progress related to sustainable packaging, responsible sourcing, sustainable product design and digitalisation. In 2023, we joined the Science Based Targets initiative. For more details, see the below. « section ‘Climate change’ Planet governance » Our Planet Committee meets on a monthly basis to review our planned Planet initiatives (projects aimed to reduce energy, water consumption and waste generation). It is attended by pro- ject leads for the Planet initiatives, as well as Environment, Health and Safety (EHS) Managers from our sites world- wide. Activities and project outcomes are reported to the Global Operations Board and the Corporate Responsibility Board. On an operational level, the EHS team meets each month to track performance against KPIs for energy, water, waste and greenhouse gas emissions at each Grünenthal site. These standards underscore our commit- ment to operational excellence and envi- ronmental safety. Additionally, our focus on environmental impact assessment and accurate calculation of greenhouse gas Data Integrity and Assurance » Corporate environ mental standards devel oped in 2022 2023: « · Waste Management · Water Management · Environmental Performance, · Wastewater Management · Energy Management · Spill Response & Bulk Storage · Environmental Impact · Greenhouse Gas Emissions Calculation Facilities Assessment emissions exemplifies our dedication to transparent and accountable business practices. This approach provides guide- lines for our operations and indicates our firm belief in the important role that busi- nesses play in safeguarding the planet for current and future generations. « Impact Initiative: Driving environmental sustainability » We anchor our environmental excel- lence approach with the Planet Impact Initiative ‘Driving environmental sus- tainability’. This Impact Initiative brings together all of Grünenthal’s environ- mental activities and our suppliers’ pro- duction activities covering the full value chain of our products – including the use and disposal phases.

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Planet The elements of our comprehensive environmental Impact Initiative: · We plan to increase sustainabil- ity in our operations, procurement and products across the entire value chain by collaborating with our busi- ness partners. · We are reducing CO2 emissions, water consumption and waste gener- ation from all of our operations. · We are taking responsibility for the impact of our products during the consumer and post-consumer stage by establishing projects to reduce packaging and minimise the end-of- life environmental impact. « Environmental Impact Assessment (EIA) » As part of our commitment to trans- parent and responsible corporate prac- tices, we introduced our newly developed Corporate Environmental Impact Assess- ment (EIA) standard in 2023. This robust framework incorporates internationally recognised standards for Environmental and Social Impact Assessment (ESIA). It meticulously outlines the identification of Environmental and Social (E&S) com- ponents, encompassing various facets such as atmosphere, biodiversity, water resources and waste management. Our methodology involves quantifying poten- tial impacts with consideration of prop- erties such as likelihood, extent, intensity, duration and cumulative actions. This ulti- mately defines the Significance of Envi- ronmental Impact (SEI). Additionally, the Rita Santos, Digital Procurement Transformation Manager, Victor Tadeu Scarante, Head Governance & Performance Global Procurement & ESO, Yuliia Lohvynenko, Global Sustainability Manager 113 standard underscores our commitment to sustainability through the proactive development of prevention and mitiga- tion measures. Building on our established EIA stand- ard, we successfully executed an Envi- ronmental Impact Assessment (EIA) for the photovoltaics (PV) plant in Origgio. This study, conducted in accordance with our corporate EIA standard, eval- uated the construction, operation and future decommissioning phases of the project. The results showed no major or significant impact during the con- struction phase on physical (climate, air quality, soil, groundwater, etc.) and bio- logical (fauna, vegetation, etc.) com- ponents. Furthermore, the operational phase demonstrated a general positive impact, emphasising emissions reduction and natural resource use limitation. No specific mitigation measures were iden- tified during the evaluation process. This highlights the effectiveness of our pro- active approach to sustainable project development. In close dialogue with our stakeholders, we have identified two major environ- mental areas of action – our responsible use of resources and the impact that our business operations, including our supply chain, have on the climate. «

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 114 RESPONSIBLE USE OF RESOURCES GRI 3-3 » We have a direct influence on the responsible use of resources within our own operations. The Environmental Impact Assessment (EIA) conducted at Grünenthal Group level revealed that the impact of Grünenthal’s own production is relatively small compared to the supplier and after-use phases, which is where we can contribute by setting and achieving ambitious targets. In 2022 and 2023, we developed corpo- rate environmental standards to ensure a uniform management approach for responsible use of key natural resources at all of our manufacturing sites (see above: Corporate environmental stand- ards developed in 2022 - 2023). We plan to develop further standards in 2024. Our focus in the area of sustainable operations is on reducing consumption of energy and water and on decreasing waste. In addition, we aim to reduce our CO2 emissions. More information can be found under ‘Climate change’ . As a part of our double materiality anal- ysis, a thorough assessment of impacts, risks and opportunities associated with this topic has proven it to be a material topic (see chapter ‘ESG management approaches and materiality analysis, Material topics’ ). « 7.7 % reduction of energy consumption (2023 vs. 2022) Energy consumption » Globally, energy consumption is the dominant contributor to climate change. To minimise our energy consumption, we collect and analyse data from our pro- duction sites so that we can continuously improve resource efficiency and reduce our emissions. « » Total energy consumption 1 « GRI 2-4, 302-1 2023 IN KWH 2022 IN KWH CHANGE IN % Total energy consumption 106,649,479 115,514,172 -7.67 of which from non-renewable sources from renewable sources Electricity consumption Heating consumption (for Origgio Site) Cooling consumption 84,201,671 22,447,808 25,647,124 101,500,180 13,977,480 22,027,902 3,860,000 4,200,000 2 Validated values to be expected as soon as measurement equip- ment is available Validated values to be expected as soon as measurement equip- ment is available -17.04 +60.60 +16.43 -8 Steam consumption (for Origgio Site) 8,300,000 3 7,156,000 +15.99 Heating, cooling and steam is secondary energy and not part of the total primary energy consumption reported in the above table. 1 The scope covers all our manufacturing sites in five locations (Aachen consists of Aachen Site and API Site) including the administrative buildings located on the headquarter campus. Affiliate offices are not included. Restatement: We received more granular data that was not available at the time we calculated the figure published in the Report 2022/2023, where some factors of our heating consumption were evidence-based assumptions. The heating consumption for 2021 was reported as 6,733,000 kWh. 2 3 Some production shifted from one of Grünenthal’s manufacturing sites to Origgio.

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Planet 115 » The largest source of energy for Grünenthal worldwide is currently gas, which is mainly used to generate elec- tricity and heat. This is a total reduction of 7.7 percent in total energy consumption compared with the previous year. Overall, 84,201,671 kWh (2022: 101,500,180 kWh) of our energy consumption currently comes from non-renewable sources. 25,647,124 kWh (2022: 22,027,902 kWh) of our energy consumption comes from conventional electricity. The share of renewable energy is 22,447,808 kWh (2022: 13,977,479 kWh) in total, which is 21 percent of the total share of energy. It is essential to improve energy use in order to reduce our impact on the environment. To achieve our goal of 50 percent reduction of emissions in Scope 1 and 2 by 2030, we need to reduce our energy consumption and increase our use of renewable energy. « » Renewable electricity per site as percentage of total electricity purchased (2023) « Aachen 60.7 Midlödi 100 Origgio 100 Quito 86.5 1 Santiago 100 0 1 20 40 60 80 100 In 2023, there was a decrease in the percent- age of renewable energy due to changes in the energy mix provided by our energy supplier. » Energy intensity and reduction at our manufacturing sites 2 « SITE UNITS Aachen Site (kWh/1,000 packs) API Site (Aachen) API Site (Mitlödi) (kWh/tonnes) (kWh/tonnes) Origgio Site Quito Site Santiago Site (kWh/1,000,000 tablets) (kWh/1,000 packs) (kWh/1,000 packs) 2023 73 150,725 49,136 12,436 157 280 2022 CHANGE IN % 92 -20.65 220,318 49,459 14,289 169 374 -31.59 -0.65 -12.97 -7.10 -25.13 2 Energy sources used in this calculation include electricity, gas and oil. The scope covers all our manufacturing sites in five locations (Aachen consists of Aachen Site and API Site) excluding the administrative buildings, headquarter campus and R&D facilities located on the campus. Affiliate offices are not included. Green energy transition » Our manufacturing sites in Mitlödi ( Switzerland), Origgio (Italy) and Santi- ago (Chile) are now using 100 percent renewable electricity. We aim to switch to green electricity in Quito (Ecuador) as a high priority. Our site in Aachen ( Germany) has signed a contract for renewable electricity that will take effect in January 2024. « Energy intensity GRI 302-3, GRI 302-4, GRI 302-5 » The energy intensity of our activities is measured differently at Grünenthal’s various manufacturing sites. · For sites producing Active Pharma- ceutical Ingredients (API sites in Aachen and Mitlödi), we use kWh/ tonnes. · For sites producing pharmaceutical goods (Aachen, Santiago and Quito), we use kWh/1,000 packs produced. · For sites producing multiple tablets (Origgio), we use kWh/1,000,000 tablets produced. «

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 New solar park in Origgio Renewable energy will play a key role in mitigating climate change. Solar panels, for example, provide a clean and sustainable alterna- tive to traditional energy sources. Installing solar panels helps to reduce our carbon footprint, while diversifying the sources of the energy we use to make our company less reliant on fossil fuel reserves. In Italy, Grünenthal has installed 642 panels (465 watt peak each) for a total power installation of 298,53 kilowatts at the site in Origgio. This is expected to reduce emissions from this loca- tion by more than 200 tonnes of CO2 equivalent per year. This will contribute to our goal of reducing Scope 1 and Scope 2 greenhouse gas emissions by 50 percent by 2030 compared to baseline. 116 Solar park at Grünenthal’s manufacturing site in Origgio Targeted measures to reduce energy consumption » Measures to reduce energy con- sumption are delivered through our various Planet initiatives and via pro- jects driven by teams at Grünenthal’s manufacturing sites. In 2023, we implemented energy reduc- tion measures within some areas of our Origgio (Italy) Site. An automatic sensor-based lighting system was installed to adjust lighting intensity based on outside ambient lighting. The aim was to benefit from natural lighting where possible, reducing reliance on electric lighting. In 2023, we successfully reduced the air exchange rates outside production times – while still making sure we meet requirements for conditions in these areas. We achieved significant energy savings by optimising the control system for humidifying air in our production areas and laboratories at our Aachen Site. «

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Planet 117 » These savings added up to an equiva- lent of 218 tonnes CO2-equivalent (CO2e) per year, which equates to the energy use of 27 homes for one year. 1 We now define the target value for our humid- ification system and room temperature within a permissible range instead of as a fixed value. Many different factors and dependen- cies impact the control of our heat and power system, which consists of a com- bined heat and power unit, boilers and an external power supply. In order to achieve optimal operations at all times, we have programmed a digital twin that takes all boundary conditions into account and automatically adjusts our com- bined heat and power unit to the most energy-efficient state with the reduction of 110 tonnes of CO2e per year for the Aachen Site. This reduction equates to the energy use of 14 homes for one year. 1 From January 2024 on, our site in Aachen (Germany) will have a new electricity sup- plier. The new supply contract includes green electricity and is an important step towards sourcing exclusively car- bon-neutral external energy for our Aachen Site in the future. « » Achieving certification from My Green Lab® « PERFORMANCE INDICATOR Percentage of research laboratories that are certified by My Green Lab®. IN % 2023 100 » For the full duration of 2023, Grünen- thal’s Research labs at the company’s headquarters in Aachen were certified by My Green Lab® 2 following the compre- hensive assessment of practices such as cold storage, lab infrastructure, employee awareness and sustainable purchasing practices conducted in 2022. Re-certifi- cation is conducted every two years. My Green Lab® is a non-profit organisation whose programme is recognised by the United Nations Race to Zero campaign as a critical measure of progress towards a zero-carbon future. It is considered the gold standard for laboratory sustainability best practices worldwide. « Laboratory at Aachen headquarters https://www.epa.gov/energy/greenhouse-gases-equivalencies-calculator-calculations-and-references 1 2 https://www.mygreenlab.org

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 Water and marine resources Water withdrawal GRI 303-1, GRI 303-2, GRI 303-4 » In general, producing medicines involves a relatively high intensity of water use. Water is an increasingly valu- able and limited resource. For this reason, we closely monitor water withdrawal 1 at our manufacturing sites. Water sampling is undertaken at all our manufacturing sites to demonstrate com- pliance with local discharge require- ments. All of our manufacturing sites have a water reduction target based on pro- duction volumes. This is set at a 2 percent reduction per year and is monitored and reported on a monthly basis. We have also included water- related risks in our Environmental Impact Assessment. « » Water withdrawal 1 at our manufacturing sites by source « 118 GRI 303-3 Aachen Third-party water Quito Groundwater Third-party water Mitlödi Third-party water Origgio Third-party water Santiago Third-party water Total water withdrawal of which water withdrawal from areas with water stress (Aachen and Origgio) – Progress on Level of Water Stress – 2021 Update | UN-Water (unwater.org) 2022 UNIT megalitres megalitres megalitres megalitres megalitres megalitres megalitres 2023 40.04 42.46 1 0.08 6.03 2 59.38 41.92 3 189.91 2022 50.12 29.78 0 4.63 66.45 37.16 188.13 CHANGE IN % -20.11 +42.58 N/A +30.24 -10.64 +12.81 +0.95 megalitres 99.42 116.56 -14.70 There was a significant increase in water usage in Quito throughout 2023 due to ongoing construction works. 1 2 Due to an increase in production volume, including both volume increase and new intermediate production 3 Due to an increase in production volume 4 Water withdrawal is the sum of all water drawn into the boundaries of the organization (or facility) from all sources for any use over the course of the reporting period. In previous reports, we referred to water consumption rather than water withdrawal. The above figures refer to water withdrawal as defined by GRI.

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Planet 119 Water stress risk assessment shows risks in some areas » Water stress refers to the volume of freshwater that is required for business activities compared to the volume of freshwater that is available in a location. An area is defined as water-stressed if a territory withdraws 25 percent of its avail- able freshwater, or more. This calculation also considers water quality, accessibility and affordability, as well as the existence of sufficient infrastructure. We constantly analyse the regions where our production sites are located, in line with the United Nations methodology (Progress on Level of Water Stress – 2021 Update). This transparent monitoring approach enables us to identify possible measures to improve our water manage- ment at each site. The risks for our sites in Switzerland, Chile and Ecuador are clas- sified as ‘low’. However, the water stress levels close to our sites in Germany and Italy are rated as ‘medium to high’. « » Water withdrawal at our manufacturing sites by production volume 1 « SITE UNITS Aachen Site (water withdrawal, m3/1,000 packs) API Site (Aachen) (water withdrawal, m3/tonnes) API Site (Mitlödi) (water withdrawal, m3/tonnes) Origgio Site Quito Site Santiago Site (water withdrawal, m3/1,000,000 tablets) (water withdrawal, m3/1,000 packs) (water withdrawal, m3/1,000 packs) 2023 2022 0.08 0.1 152.30 238.88 23.31 24.21 2.45 1.37 18.78 32.83 2.08 1.52 CHANGE IN % -20.0 -36.2 +24.1 -26.2 +17.8 -9.8 1 The scope covers all our manufacturing sites in five locations (Aachen consists of Aachen Site and API Site) excluding the administrative buildings, headquarter campus and R&D facilities located on the campus. Affiliate offices are not included. Water management at our sites » The Environment, Health and Safety (EHS) managers at our manufacturing sites are responsible for monitoring water withdrawal and wastewater. Overall, despite additional water withdrawal dur- ing a construction project at our site in Ecuador and the launch of a new product at our Mitlödi Site, the water withdrawal at Grünenthal remains almost stable (0.9 percent increase vs. 2022). Water for our sites is drawn primarily from the public water supply. Our site in Chile has its own well to ensure water supply. We are conscious of the dif- ficult situation with a fully privatised water supply system in Chile. For this reason, we are taking an active role as a respon- sible water consumer in our site’s local communities. Globally, we are focused on reducing our normalised water consumption. 2 Inter- nally, we have set targets for a 2 percent reduction in water consumption 2 per year, measured in cubic meters per unit of production or volume at each site. This underscores our commitment to respon- sible water management and sustainabil- ity. All manufacturing sites have achieved their targets except for the API site in Mitlödi and the site in Quito – the API site in Mitlödi due to the high water consump- tion of a new intermediate and the site in Quito due to a construction project. « Water discharge » The water we consume and the waste- water we discharge are both factors in our environmental footprint. Producing pharmaceutical products generates pol- lutants that often cannot simply be dis- charged into the local wastewater sys- tem. Instead, that wastewater requires special treatment. In 2022, we rolled out a global wastewater standard. It sets out guidance for manag- ing wastewater, as well as requirements for sampling and reporting wastewater quality in line with local regulations. « 2 We refer to water consumption as water withdrawal divided by production volume, rather than using the GRI definition for water consumption.

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 » Water discharge at our manufacturing sites 1 « GRI 303-4 Total water discharge to all areas mega litres UNIT 2023 97.92 2022 138.52 1 Water discharge from all manufacturing sites. For the Aachen Site, we only included the amount of water discharged to the public wastewater treatment plant (sum of wastewater treated on site plus sanitary water excluding rainwater). For the Quito Site, we have almost no water discharge, as all wastewater treated by our own wastewater treatment plant is used for irrigation activities. » Our teams took decisive action in response to a minor leakage incident at Grünenthal’s site in Mitlödi, Switzerland, last year. They immediately notified the responsible government authorities. Any affected soil was covered and removed in collaboration with the environmental agency and in line with its specific guide- lines. Based on subsequent checks and analysis, the authorities did not identify any danger to the environment, residents or employees. This is a strong reflec- tion of our fast and effective response mechanisms. Depending on the location, we have individual approaches for treatment and control before discharging wastewater into the municipal sewer system. Each manufacturing site has local discharge requirements. The details are recorded globally and made available at each site. Special standards apply to sites that manufacture Active Pharmaceutical Ingredients. These strict requirements apply for the measurement and reporting of active ingredient volumes and effluent disposal. « 120 Wastewater treatment plant Origgio Site

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Planet 121 Overall, our findings show that the environmental risk for all frequently produced pharmaceuticals by Grünenthal is currently well-managed in our three European manufacturing sites in Aachen (Germany), Midlödi (Switzerland) and Origgio (Italy). Our next goal is to implement the same approach at our sites in Latin America. Wastewater treatment plant Origgio Site Wastewater management project at our European manufacturing sites Pharmaceutical substances are designed to cause effects at very low concentrations. This can generate issues if such substances enter the environment. Wastewater is one of the most common pathways that car- ries pharmaceuticals into the ecosys- tem. Grünenthal places a sharp focus on mitigating this potential danger. In 2023, we implemented a waste- water management programme that specifically targets Active Pharma- ceutical Ingredients (APIs) in waste- water from our European sites. This programme is derived from detailed Environmental Risk Assessments and closely monitoring our wastewater discharge. We have now established safe limits of manufacturing effluent discharge based on the individual risk for each substance.

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 122 Waste GRI 306-1, GRI 306-2 » The waste generated at our manufac- turing sites includes hazardous waste from manufacturing pharmaceutical products. Such waste is removed from our sites by registered waste companies. It is then mainly disposed of via inciner- ation, with heat recovery in some cases. The Environment, Health and Safety (EHS) manager at each site manages the con- tracts with these specialist companies. Grünenthal has revised its targets for waste reduction. We are now sharpen- ing our focus on reducing hazardous non-recyclable waste and increasing the share of recyclable waste. We have achieved zero waste to landfill status for the Aachen packaging centre, the API site Aachen, the API site Midlödi as well as the manufacturing sites in Origgio, Quito and Santiago. 1 We are working towards implementing this commitment across all Grünenthal offices. The waste generated at our offices is separated into different material streams to support recycling. Bins are located strategically throughout these facilities to encourage responsible disposal hab- its among our teams. Staff also receive training to promote waste reduction. And we work closely with our waste collection contractors to make sure waste is han- dled responsibly. In 2023, all of our offices in Latin America achieved zero waste to landfill status. « Grünenthal Chile earns recognition for cutting waste In December 2023, our affiliate in Chile won third place in the Zero Waste Spirit category at the Zero Waste 2023 awards. This event is organised by Ecológica and spon- sored by the Ministry of the Environ- ment, the Sustainability and Climate Change Agency (ASCC), the National Association of the Recycling Indus- try (ANIR) and Grupo Prisma. It rec- ognises innovative approaches from companies that are leading the tran- sition to a circular economy in Chile. Grünenthal was recognised for its zero waste to landfill programme. 100 percent of the waste generated at our affiliate in Chile is now reused, recycled or reduced. This generates a positive impact on the environment. We are proud to be recognised in terms of sustainability. Hopefully, this will inspire other companies and organisations to join the push for a more sustainable future. Nelson Espinoza, EHS & Facilities Manager 1 The Aachen Site produced some hazardous non- recyclable waste unrelated to manufacturing activities, but from construction activities of an office building. Zero Waste 2023 awards, courtesy of Ecológica

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Planet » Waste generated at our manufacturing sites in tonnes « GRI 306-3, GRI 306-4, GRI 306-5 Waste generated in tonnes of which hazardous waste of which incineration with energy production 2 of which incineration without energy production of which recycling of which landfill of which non-hazardous waste of which incineration with energy production 2 of which incineration without energy production of which recycling of which landfill 2023 7,680 1 5,082 257 3,739 1,086 0 3 2,598 378 298 1,922 0 2022 6,280 4,297 271 2,904 1,119 4 0 3 1,982 338 241 1,402 4 0 CHANGE IN % +22.3 +18.2 -5.2 +28.8 -3.0 N/A +31.6 +11.7 +23.5 +37.9 N/A 123 1 2 3 4 The increase can be attributed to a volume increase at our manufacturing sites in Santiago and Origgio. Additionally, at our Aachen Site, we had to destroy several expired medicines and non-used packaging material. This combination of factors contributed to the elevated numbers in 2023. Incineration as a waste to energy technology is stated to be more attractive compared to other waste to energy technologies due to its higher power production efficiency, lower investment costs, and lower emission rates. Additionally, incineration yields the highest amount of electricity with the highest capacity to lessen piles of waste in landfills through direct combustion. 5.54 tonnes (2022: 2.27 tonnes) of insulation material was removed at Grünenthal Germany, not related to our manufacturing processes, and disposed of according to German KrWG – Kreislaufwirtschaftsgesetz (2012) as recommended by the local environmental agency. This is the only recommended disposal method for this type of material. The global manufactur- ing sites continue to operate with no landfill waste disposal. Slight deviation from 2022 published numbers in the Responsibility Report 2022/2023 due to more accurate inventory. Managing hazardous and non-hazardous waste » Our on-site operations teams collab- orate with the local Environment, Health and Safety (EHS) managers to optimise waste management. Data is provided to the EHS manager by waste suppli- ers. Reporting of waste data occurs in a monthly EHS meeting, as well as in a quarterly management review. Data is continuously managed in the EHS IT sys- tem and made available to the global EHS team. The local EHS managers are responsi- ble for ensuring that waste is disposed of in accordance with local require- ments. The disposal of pharmaceutical waste (for incineration) is accompanied by a Grünenthal representative to make sure the disposal process complies with all legal obligations. For example, a site employee accompanies the truck with hazardous waste until it arrives at the company that incinerates the products. The authorities perform an inspection for narcotics in raw materials and finished products, as well as for non-narcotics in finished products. In this way, they verify that the quantity, batches and concen- trations are correct. «

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 Waste categorisation Waste types (2023) Non-hazardous waste 34% 124 Waste treatment (2023) Incineration with energy production 8% Recycling 39% » In Mitlödi, Switzerland, Grünenthal exclusively works with contractors that are listed in the national list of disposal companies (VEVA). We have an online tool for VEVA and a database where each legal disposal contractor is listed with the type of waste they are allowed to dispose of. Each hazardous waste disposal pro- cess is accompanied by a disposal cer- tificate and is recorded in the database. All site disposal activities are submitted annually to the relevant local authorities via an online tool. Visits to contractors also help to ensure the highest stand- ards of safety and sustainability. Throughout 2023, our primary focus remained on the minimisation of normal- ised waste across our manufacturing sites. Our overarching ambition was to achieve a notable reduction of 3 percent in normalised waste, measured in tonnes per unit of production or volume at each site on an annual basis. « Hazardous waste 66% Incineration without energy production 53%

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Planet 125 » Waste generated per manufacturing site in units 1 « SITE UNITS Aachen Site (kg/1,000 packs) API Site (Aachen) API Site (Mitlödi) (kg/tonnes) (kg/tonnes) Origgio Site Quito Site Santiago Site (kg/1,000,000 tablets) (kg/1,000 packs) (kg/1,000 packs) 2023 2022 CHANGE IN % 12.8 30,723 9,361 273.9 16.6 12.4 10.2 37,812 8,264 257.8 12.9 15.9 +25.5 -18.7 +13.3 +6.2 +28.7 -22.0 1 The scope covers all our manufacturing sites in five locations (Aachen consists of Aachen Site and API Site) excluding the administrative buildings, headquarter campus and R&D facilities located on the campus. Affiliate offices are not included. » While our commitment to waste min- imisation was steadfast across all man- ufacturing sites during 2023, it is nota- ble that the KPI of achieving a 3 percent reduction in normalised waste was real- ised solely at the Aachen API and San- tiago sites. Unstable production vol- umes experienced throughout the year at other sites have kept us from reaching our overall target. Moving forward, we will continue to implement targeted strate- gies and foster a culture of environmental responsibility to ensure that all sites align with our waste reduction objectives, even amidst periods of heightened production activity. From 2023 onwards, we have focused on minimising hazardous waste and increasing the share of recyclable waste. We have defined new targets for 2024 that focus on these indicators: · Reducing normalised hazardous non-recyclable waste from manu- facturing activities (tonnes/ produced units or volume) by 2 percent per manufacturing site each year until 2040. · Increasing recyclable waste from manufacturing activities (tonnes/ produced units or volume) by 2 percent per manufacturing site each year until 2040. «

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 Preserving coastal ecosystems in Portugal Beaches are vital ecosystems that support a diverse range of plant and animal life. However, beaches often become littered with waste such as plastic bags, bottles and fishing nets. This pollution can harm marine ani- mals. That is why beach cleaning is essential for safeguarding marine life. To help with this important issue, the team at Grünenthal’s Corpo- rate Hub in Portugal dedicated their Grünenthal Gives day to a beach clean-up activity. During October 2023, employees gathered in Praia de Algés and collected 32 kilograms of waste. Our teams also explore and implement opportunities for recyclable packaging systems. At our Aachen (Germany) site, for example, we have successfully imple- mented a high volume of recycled mate- rial into our secondary packaging. Now, we are exploring opportunities to expand this strategy globally. Grünenthal is also committing to a long-term strategy for sustainable packaging that will benefit people and the planet. « The Corporate Hub team in Lisbon collected 32 kilograms of waste at a beach. 126 Our goal: Optimise waste streams » Sustainable packaging is a key pillar of our Planet strategy. We aim to increase the proportion of recycled material and the recyclability of our packaged phar- maceutical products. « Sustainable products and packaging » Packaging provides necessary pro- tection for drugs to enhance safety for patients. At Grünenthal, we also carefully monitor the materials used and their car- bon footprint to minimise the negative environmental impact of our packaging. We have established a sustainable packaging strategy that drives pro- gress toward a circular system for pack- aging across primary and secondary packaging. It aims to deliver improve- ments throughout the entire packaging value chain. Wallet packaging at Aachen Site, Germany

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Planet 127 Importantly, by committing to SBTi, we place a strong focus on reducing Scope 3 emissions. These emissions contribute the majority of the overall CO2 emissions related to Grünenthal’s business opera- tions. These largely stem from our supply chain and constitute 95 percent of our total greenhouse gas emissions. We are intensifying our efforts through supplier engagement programmes and fostering a collective commitment to sustainability across our supply chain. Through these concerted actions, we are aligning our- selves with global climate objectives and taking proactive measures to contribute to a more sustainable future. As a part of our double materiality anal- ysis, a thorough assessment of impacts, risks and opportunities associated with this topic has proven it to be a material topic (see chapter ‘ESG management approaches and materiality analysis, Material topics’ ). « CLIMATE CHANGE (previously: Our impact on climate) GRI 3-3, GRI 305-1, GRI 305-2, GRI 305-3, GRI 305-4 , GRI 305-5 » Climate change is an acute threat to humanity and requires intensive efforts from all of us. At Grünenthal, we want to contribute to mitigating this threat by reducing our CO2 footprint. We joined the Science Based Targets initiative in 2023 to substantiate and formalise this commitment. Following the signing of the SBTi com- mitment, we are adjusting our targets starting from 2024 to align with the SBTi methodology for near-term objectives. The SBTi timeline plans for a 50 percent reduction in Scope 1 and 2 emissions by 2030. This relates to our direct CO2 emis- sions in Scope 1 (mobile and stationary combustion and fugitive emissions) and our indirect energy-related emissions in Scope 2 (includes electricity used at our five global production sites and for car mobility). This timeline is in line with the Paris Climate Agreement and rec- ognises various important factors such as market dynamics and technological considerations. Our carbon footprint » As part of our reporting in the Respon- sibility Report 2023, we have updated our GHG inventory and disclosed our latest CO2 emissions data. For Scope 1 and 2, we cover the greenhouse gas emission figures of 2022 and 2023. In contrast with the overall methodology of report ing 2023 numbers, for Scope 3 GHG we cover the most recently avail able emissions from the fiscal year 2022. This is because 2023 figures are collected by external providers and were not made available in time to be included in this report. The 2022 greenhouse gas inventory was again carried out and verified by Nor- dic Sustainability. All calculations have been made in line with the GHG Proto- col Corporate Accounting and Report- ing Standard, which provides require- ments and guidance for companies and other organisations preparing a corpo- rate-level GHG emissions inventory. An ‘operational control’ methodology was selected to determine control. This is defined by the Science Based Targets initiative when a company accounts for 100 percent of the emissions from oper- ations at which it has the full authority to introduce and implement operating policies. It does not account for any of the emissions from operations in which it owns an interest but does not have oper- ational control. «

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Planet 129 Overview of scopes and emissions across a value chain CO2 SF6 CH4 N2O NF3 HFCs PFCs Scope 2 indirect Scope 1 direct Scope 3 indirect PURCHASED ELECTRICITY FOR OWN USE PRODUCTION OF PURCHASED MATERIALS Fuel combustion Company- owned vehicles Product use Outsourced activities Employee business travel Contractor owned vehicles Waste disposal » CO2 emissions (tonnes of CO2e) 2022 « Scope 1: Scope 2: 20,928 t 1 3,481 t 1 Scope 3: 456,936 t 1 For comparability on year, 2022 figures chosen. 2023 figures for Scope 1 and 2 are available in the table on the next page. Upstream and down stream value chain The upstream value chain includes all activities involving an organ- isation’s suppliers who source materials for manufacturing. The downstream value chain refers to activities after manufacturing. Both upstream and downstream emission sources of an organi- sation’s activities are included in Scope 3.

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 » Breakdown of CO2 emissions « GRI 2-4 SCOPE AND SOURCE Scope 1 1 Mobile combustion Stationary combustion Fugitive emissions Scope 2 Electricity at sites (market-based) 3 Scope 3 Purchased goods and services and capital goods 130 Fuel and energy Upstream transportation and distribution Waste from operations Business travel Employee commuting Upstream leased assets Downstream transportation Processing of sold products End of life Downstream leased assets Total CO2e emissions Carbon intensity (total CO2 emissions/turnover) 2023 (t CO2e) 2 2022 (t CO2e) like-for-like 2021 (t CO2e) CHANGE IN % 18,137 2,822 14,866 449 3,248 3,248 20,928 2,586 17,069 1,273 3,481 3,481 456,936 294,792 3,660 8,393 2,028 (new calculation factor) 7,549 4 4,676 Included in Scope 1 and 2 135,740 n/a 98 Included in Scope 1 and 2 481,345 291 t/mn € 22,638 1,944 19,305 1,389 4,882 4,882 478,301 279,999 4,234 6,116 216 1,099 2,761 Included in Scope 1 and 2 182,039 5 n/a 1,837 Included in Scope 1 and 2 505,821 345 t/mn € From 2022 to 2023 -13.3% -6.7% From 2021 to 2022 -4.5% -15.7% Note: In 2023, an updated calculation methodology was used for the 2022 and 2023 emissions data. 1 Process emissions are not reported. 2 In contrast to the overall methodology of reporting 2023 numbers, for Scope 3 GHG we cover the most recently available emissions from the fiscal year 2022. This is due to the fact that 2023 figures are collected by external providers, such as gas- or electricity providers, and were not yet available to us in time for this report. The market-based method reflects the emissions of electricity that a company has chosen to use based on their electricity contracts. It allows to calculate emissions using provider-specific factors from the electric utilities’ providers (https://ghgprotocol.org/sites/default/files/Scope2_ExecSum_Final.pdf). From 2022 onwards, the market-based method has replaced the location-based method. Increase in 2022 due to less travel restrictions after pandemic-induced decrease in 2021 Restatement: We received more detailed volume categorisation that was not available at the time we calculated the figure published in the Report 2022/2023, where the downstream transportation for 2021 was reported as 34,741 tonnes CO2e. 3 4 5

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Planet 131 Scope 1 emissions » Scope 1 emissions are all direct emis- sions from activities of an organisation or under their control. The following sub- sections are applicable to Grünenthal: mobile combustion; stationary combus- tion and fugitive emissions. Particularly relevant are refrigerant leaks, which were calculated based on refrigerant volume and the refrigerant gas-specific carbon factor from the UK.gov GHG Reporting Factors. 1 « Scope 2 emissions » Scope 2 emissions are indirect emis- sions often from electricity purchased and used directly by the organisation. The following sub-category is applicable to Grünenthal: Electricity used on site Grünenthal directly controls facilities around the world. All manufacturing sites and affiliate offices provided total elec- tricity usage over the year, as well as the percentage of renewable electricity pro- vided by their utility provider. To comply with the location-based reporting, these total usages have been multiplied by country-specific electricity carbon fac- tors, where possible, and the next best factor where the data was lacking. Fur- ther calculations including the percent- age of renewables have been calculated to comply with market-based reporting standards. Where data was unavailable (for example, no separate energy meter in Grünenthal offices in shared office build- ings), an average based on the occu- pancy was used following the country conversion. 2 Grünenthal utilises electric vehicles for some of its own fleet. These have been captured in Scope 2 because the elec- tricity used to charge these vehicles is taken directly from Grünenthal-operated facilities. The electricity used by cars is included in the table above in the mar- ket-based electricity consumption. For Scope 1 and 2, the analysis for 2022 showed that emissions from our facilities and the energy they require as well as mobile combustion account for a share of 5 percent of our total greenhouse gas footprint. The calculation focused on our five manufacturing sites worldwide and affiliate offices in 19 countries. In 2023, we were able to reduce our CO2 emissions in Scope 2 by 6.7 percent compared to 2022 by reducing our total energy consumption by 7.7 percent due to investments in energy efficiency pro- jects and the transition to more renew- able energy at our production sites (for example in Mitlödi, Santiago and Origgio). Calculations for our greenhouse gas emissions, applying the GHG Protocol methodology, show that total emissions in Scope 2 are significantly reduced when using market-based emissions. This is because it incorporates the renewa- ble electricity Grünenthal purchases and reflects the country-specific electricity grid mix improvements in reducing CO2. To reduce our carbon footprint in Scope 1 and 2 even further, we want to con- tinue to increase our share of renewa- ble energy and greatly reduce our gas consumption. Our goal is to move away from gas towards full electrification and the exclusive use of renewable energy. « Scope 3 emissions » Scope 3 emissions are indirect emis- sions from upstream and downstream activities. Due to internal improvements and an increased maturity in Grünen- thal’s sustainability journey, several new data sources have been included and increased granularity achieved. These are: · Employee commuting · End of life treatment of sold products · Upstream transportation · Purchased goods and services 2 percent of the data in the category “purchased goods and services” was omitted. « https://www.gov.uk/government/publications/greenhouse-gas-reporting-conversion-factors-2023 1 2 https://www.odyssee-mure.eu/publications/efficiency-by-sector/services/offices-specific-energy-and-electricity-consumption.html

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 132 » Purchased goods and services emis- sions were calculated based on spend data (including inflation). For the calcu- lation of packaging materials, we gath- ered the material’s weight and converted it into GHG emissions using emission fac- tors from the Ecoinvent database. For Scope 3 emissions, for Grünenthal, the purchase of products and ser vices (“Procurement”) is the largest contributor to overall CO2 emissions in 2022, amounting to 61.2 percent. Within the procurement emissions cat- egory, the main influencing factors are: · Manufacturing and third-party supply (67 percent) · Packaging material and production materials (14 percent) As Procurement is playing a crucial role in our emission footprint, it is an essen- tial part of our strategy to achieve greater supplier involvement. This includes a sup- plier analysis and developing a supplier selection process to identify suppliers with an environmental programme to reduce their greenhouse gas emissions, as an example. In addition, we want to encourage innovation in our suppli- ers’ business models that contribute to CO2 savings. See below and the section “Responsible Sourcing” in the chapter ‘COMPLIANCE, ETHICS AND TRANS PARENCY’ for details regarding our Responsible Sourcing Programme. Downstream transportation is the sec- ond largest contributor to our overall CO2 emissions in 2022 (28.2 percent). It refers to transportation occurring between the first receiving warehouse and pharma- cies, hospitals, and wholesalers. In the current state of our Scope 3 calcu- lations, upstream transportation and distribution account for about 1.7 per- cent of our total carbon footprint. Our external logistics providers have provided this data. Consolidation of purchased upstream transportation and distribution services is within scope. The external logistics providers provided a detailed breakdown of their trips, as well as the methodology chosen to calculate GHG emissions. Calculations are made using the Global Logistics Emissions Council (GLEC) Framework, which allows the use of both distance-based and fuel- based reporting. Emissions from this category include transportation emissions of the top 10 countries for the last mile distribu- tion between third-party logistics and our customers – often hospitals, phar- macies, or other facilities. These top 10 countries include: Brazil, Chile, Colombia, France, Germany, Italy, Mexico, Panama, Spain, and the United Kingdom. For these countries, the average distance, average weight, mode of transportation, and total number of trips were provided by the Logistics department at Grünenthal. The emissions were calculated using emission factors from the DEFRA 2022 database. Around 0.4 percent of the total emissions arise from waste from operations and end of life treatment of sold products. Waste GHG emissions are calculated based on the available waste data to per- form the calculation. The various waste streams are matched with CO2e emis- sions factors associated with recycling, incineration, and landfill. The emissions factors used are different from the ones used in 2021, using a more reliable data- set coming from the US Environmental Protection Agency (EPA) 2022 database. In accordance with the GHG Protocol, energy captured via incineration is not attributed to the waste producing com- pany but to the company purchasing the recycled content. This is the case for recycling, composting, and anaer- obic digestion. Therefore, there may be increased emissions associated with reduction in waste to landfill due to the energy demands in recycling. This will only be prevalent when solely looking at GHG emissions rather than also incorpo- rating other sustainability metrics such as resource scarcity. Waste carbon factors are also still relatively immature in their complexity and are receiving a great deal of attention. It is likely that the waste producing company will receive further emissions-reductions benefits as the sector matures. «

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Planet 133 » Other emissions « GRI 305-7 OTHER EMISSIONS Nitrogen oxides (NOx) Sulfur oxides (SOx) Volatile organic compounds (VOCs) Particulate Matter (PM) 2023 IN KG 2022 IN KG CHANGE IN % 37,317 129 6,927 44.84 32,799 200 3,417 No data available +13.7 1 -35.4 1 +102.7 2 n/a Note: These emissions stem only from machines with air permits like the activity of back-up generators, boilers, the API manufacturing plant and combined heat and power generators. 1 Combined heat and power (CHP) operating hours in 2023 were approx. 600 hours less than in 2022, thus less NOx and SOx emissions. In 2022, VOC emissions were calculated based upon process exhaust air. The figure for 2023 additionally took into account room exhaust air (fugitive emissions). 2 » All business travel result in 1.6 percent of our greenhouse gas emissions. 2022 DEFRA carbon factors were selected to calculate our business travel portion. Non-flight-related emissions (e. g., taxis, ferries, hotels, etc.) are estimated using a spend-based GHG emissions factor derived from Exiobase. Employee commuting contributed to 1 percent of overall GHG emissions. This category includes all GHG emissions associated with commuting to work from all employees worldwide except employ- ees with company cars, 3 since these emissions are reported as Scope 1 and 2 emissions. The emissions from employee commuting are based on a survey con- ducted in 2023. « Our ambitions for impact assessment within our supply chain » Our corporate carbon footprint shows that the largest share of the neg- ative impact from our business activi- ties is generated in our supply chain. For this reason, we launched our Responsi- ble Sourcing Programme to extend our Planet Impact Initiative “Driving Environ- mental Sustainability” by covering our suppliers. For more information on our Responsible Sourcing Programme, please refer to the section “Responsible Sourc- ing” in the chapter ‘COMPLIANCE, ETHICS AND TRANSPARENCY’ . 3 Executives and sales representatives as classified in HR job group As part of our Planet initiative, we have made a public commitment to the Sci- ence Based Targets initiative (SBTi). During 2023, we analysed our supplier network based on their greenhouse gas (GHG) emissions from 2021 (which was the most recent data available at the time) and identified the share of suppliers responsible for two-thirds of the emis- sions. Based on this, we defined three categories of suppliers. These categories represent the maturity level of our suppli- ers in terms of their environmental jour- ney and targets for reducing GHG emis- sions. This will now form the basis for our approach to supplier engagement and communications. · Advance: Suppliers with approved science-based targets in line with the Paris Climate Agreement. These sup- pliers have a robust GHG inventory and have started working on a decar- bonisation plan, including switching to 100 percent renewable electric- ity (Scope 2) and other initiatives in Scope 3. · Intermediate: Suppliers with envi- ronmental targets that are partly communicated through a non- financial report, and that have started the process of committing to a science-based target for reducing emissions. · Beginners: Suppliers with no public or very limited information about their environmental strategy for GHG emis- sions reduction. «

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 134 » Overall maturity of 2021 top GHG contributors 1 « y t i r u t a m f o l e v e L 23 % (19) 16 % (13) 61 % (51) s t r o ff e t n e m e g a g n E APPROVED LEARN COMMITTED COLLABORATE NOT COMMITTED GUIDE Trees for our planet PERFORMANCE INDICATOR Number of trees planted as part of Grünenthal’s #TreesForOurPlanet campaign ABSOLUTE NUMBER 2023 ABSOLUTE NUMBER 2022 8,147 11,130 » In 2021, Grünenthal celebrated its 75th anniversary. To commem- orate this event, we began our #TreesForOurPlanet campaign. We aimed to plant 7,500 trees during our anniversary year. Multiple global team events made it possible to exceed this target by planting over 10,000 trees. We also ensure that species have been selected to enhance local biodiversity based on guidance from forestry experts. This project will con- tinue in the years ahead. Although trees absorb carbon dioxide and support the fight against climate change, the planting of these trees is not calculated as a carbon-offsetting project for Grünenthal. « 1 Responsible Sourcing analysis of suppliers (83) covering approximately 67% of 2021 GHG emissions. » Further achievements in 2023 include: · External collaboration: We started an open exchange with some of our Advance suppliers to identify best practices such as tools for GHG inventories or processes for defining science-based targets for reducing emissions. · Internal collaboration: Our Pro- curement team is the main driver of change for our Responsible Sourcing Programme. In 2023, it focused on sharing its deep understanding of this Programme and its areas of impact, while also providing a framework to facilitate dialogue with our suppliers. In 2024, we will focus on securing approval of our targets by the Science Based Targets initiative (SBTi). We will also further improve the quality of our GHG inventory activities with the sup- port of our Advance suppliers, and will begin engaging with our Intermediate suppliers to encourage them to commit to the SBTi. «

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 AUDIT OPINION Limited assurance report of the Independent Practitioner regarding the corporate responsibility reporting Responsibilities of the Executive Directors Responsibilities of the Independent Practitioner 136 To Grünenthal Pharma GmbH & Co. KG, Aachen/Germany Engagement We have performed a limited assur- ance engagement on the corpo- rate responsibility report 2023 for the period from January 1 to Decem- ber 31, 2023 (here after referred to as “CR report”/“CR reporting”), of Grünenthal Pharma GmbH & Co. KG, Aachen/Germany (hereafter referred to as “the Company”). We do not express a conclusion on the information that is marked as excluded, external sources of documentation, interviews or expert opinions stated in the corporate responsibility report. The executive directors of the Company are responsible for the preparation of the CR report in accordance with the princi- ples stated in the Sustainability Report- ing Standards of the Global Report- ing Initiative (hereafter referred to as “GRI Principles”). These responsibilities of the execu- tive directors include the selection and application of appropriate methods for CR reporting and the use of assumptions and estimates for individual disclosures which are reasonable under the given circumstances. In addition, the execu- tive directors are responsible for such internal control as they have determined necessary to enable the preparation of a CR report that is free from material mis- statement, whether due to fraud or error. Our responsibility is to express a con- clusion on the corporate responsibility report based on our work performed within our limited assurance engagement. Our audit firm applies the Quality Assurance Standard: Quality Assur- ance Requirements in Audit Practices (IDW QS 1) promulgated by the Institut der Wirtschaftsprüfer (IDW). We have fulfilled the professional responsibil- ities in accordance with the German Public Auditor Act (WPO) and the Pro- fessional Code of Conduct for Ger- man Public Auditors and Sworn Auditors (BS WP/vBP) including the requirements on independence.

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Audit Opinion Restriction of Use and Reference to Limitation of Liability We issue this report as stipulated in the engagement letter agreed with Grünenthal Pharma GmbH & Co. KG. We are liable solely to Grünenthal Pharma GmbH & Co. KG, Aachen/Germany, and our liability is governed by that engage- ment letter dated March 5, 2024, as well as the “General Engagement Terms for Wirtschaftsprüferinnen, Wirtschaft- sprüfer and Wirtschaftsprüfungs- gesellschaften (German Public Auditors and Public Audit Firms)” as of January 1, 2024 (IDW-AAB). We draw attention to the fact that the assurance engage- ment was performed for the purposes of Grünenthal Pharma GmbH & Co. KG and the report is solely designed for inform- ing Grünenthal Pharma GmbH & Co. KG about the findings of the assurance engagement. Therefore, it may not be suitable for another than the aforemen- tioned purpose. Hence, this report should not be used by third parties as a basis for any (asset) decision. We are responsible solely to the Company. However, we do not accept or assume any responsibility to third parties. Our conclusion was not modified in this respect. Cologne/Germany, April 16, 2024 Deloitte GmbH Wirtschaftsprüfungsgesellschaft Sebastian Dingel ppa. Arne Vilmar 137 We conducted our work in accordance with the International Standard on Assur- ance Engagements 3000 (Revised): Assurance Engagements Other than Audits or Reviews of Historical Finan- cial Information (ISAE 3000 (Revised)), developed and approved by the IAASB. This Standard requires that we plan and perform the assurance engagement so that we can conclude with limited assurance whether matters have come to our attention to cause us to believe that the corporate responsibility report of Grünenthal Pharma GmbH & Co. KG for the period from January 1 to Decem- ber 31, 2023, has not been prepared, in all material respects, in accordance with the GRI Principles. The procedures per- formed in a limited assurance engage- ment vary in nature and timing from, and are less in extent than for, a reasonable assurance engagement; consequently, the level of assurance obtained in a limited assurance engagement is sub- stantially lower than the assurance that would have been obtained had a reason- able assurance engagement been per- formed. The choice of assurance work is subject to the practitioner’s professional judgment. Within the scope of our limited assurance engagement, we notably performed the following work: · Gaining an understanding of the structure of the sustainability organ- ization, and of the stakeholders’ engagement · Inquiries of relevant personnel involved in the preparation of the corporate responsibility report about the preparation process and about the internal control relating to this process · Identification of potential risks of material misstatement concerning the information in the corporate responsibility report · Analytical evaluation of the informa- tion in the corporate responsibility report · Comparison of disclosures with corresponding data in the consoli- dated financial statements, the annual financial statements and the com- bined management report · Assessment of the presentation of the information We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion. Practitioner’s Conclusion In our opinion, based on the assur- ance work performed and the evi- dence obtained, the corporate respon- sibility report of Grünenthal Pharma GmbH & Co. KG for the period from Jan- uary 1 to December 31, 2023, has been prepared, in all material respects, in accordance with the GRI Principles. We do not express a conclusion on the information that is marked as excluded, external sources of documentation, inter- views or expert opinions stated in the corporate responsibility report.

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 GRI CONTENT INDEX Statement of use GRI 1 used Applicable GRI Sector Standard(s) Grünenthal has reported in accordance with the GRI standards for the period 01.01.2023 – 31.12.2023 GRI 1: Foundation 2021 Not applicable GRI STANDARD DISCLOSURE PAGE COMMENTS UN GLOBAL COMPACT PRINCIPLES General Disclosures 2021 GRI 2: General Disclosures 2021 138 2-1 Organizational details 2-2 Entities included in the organization’s sustainability reporting 2-3 Reporting period, frequency and contact point 2, 4 4 2 2-4 Restatements of information 2, 114, 130 2-5 External assurance 2-6 Activities, value chain and other business relationships 2-7 Employees 2-8 Workers who are not employees 2-9 Governance structure and composition 2-10 Nomination and selection of the highest governance body 2-11 Chair of the highest governance body 2-12 Role of the highest governance body in overseeing the management of impacts 2-13 Delegation of responsibility for managing impacts 2 4 86 – 30 32 30 30 30 No disclosure as there is no con- solidated data available. The hiring of freelancers, consultants, etc. is not centralised.

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GRI Content Index GRI STANDARD DISCLOSURE PAGE COMMENTS UN GLOBAL COMPACT PRINCIPLES 2-14 Role of the highest governance body in sustainability reporting 2-15 Conflicts of interest 2-16 Communication of critical concerns 2-17 Collective knowledge of the highest governance body 2-18 Evaluation of the performance of the highest governance body 2-19 Remuneration policies 2-20 Process to determine remuneration 2-21 Annual total compensation ratio 2-22 Statement on sustainable development strategy 2-23 Policy commitments 2-24 Embedding policy commitments 2-25 Processes to remediate negative impacts 2-26 Mechanisms for seeking advice and raising concerns 2-27 Compliance with laws and regulations 2-28 Membership associations 2-29 Approach to stakeholder engagement 2-30 Collective bargaining agreements GRI 3: Material Topics 2021 3-1 Process to determine material topics Material topic: Business conduct 3-2 List of material topics GRI 3: Material Topics 2021 3-3 Management of material topics GRI 205: Anti-corruption GRI 205-1 Operations assessed for risks related to corruption GRI 205-2 Communication and training about anti-cor- ruption policies and procedures GRI 205-3 Confirmed incidents of corruption and actions taken GRI 206: Anti-Competitive Behavior GRI 206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices 30 38 38 30 33 33 33 – 6 38 38 38 38 42 20 16 103 21 21 37 43 43 43 43 No disclosure as no consolidated data is available. 139 1, 2, 3, 4, 5, 10

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 GRI STANDARD DISCLOSURE PAGE COMMENTS UN GLOBAL COMPACT PRINCIPLES Own disclosure Own disclosure Own disclosure Own disclosure Material topic: Responsible use of pain medication GRI 3: Material Topics 2021 3-3 Management of material topics Material topic: Product governance & safety GRI 3: Material Topics 2021 3-3 Management of material topics GRI 416: Customer Health & Safety GRI 416-1 Assessment of the health and safety impacts of product and service categories GRI 416-2 Incidents of non-compliance concerning the health and safety impacts of products and services Material topic: Responsible innovation GRI 3: Material Topics 2021 3-3 Management of material topics Material topic: Awareness and accessibility GRI 3: Material Topics 2021 3-3 Management of material topics Material Topic: Own workforce GRI 3: Material Topics 2021 3-3 Management of material topics 140 GRI 403: Occupational Health and Safety GRI 403-1 Occupational health and safety management system GRI 403-2 Hazard identification, risk assessment, and incident investigation GRI 403-3 Occupational health services GRI 403-4 Worker participation, consultation, and communication on occupational health and safety GRI 403-5 Worker training on occupational health and safety GRI 403-6 Promotion of worker health GRI 403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships GRI 403-8 Workers covered by an occupational health and safety management system GRI 403-9 Work-related injuries 62 80 80 42 75 67 85 88 88 88 88 88 88 88 88 88

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GRI Content Index GRI STANDARD DISCLOSURE PAGE COMMENTS UN GLOBAL COMPACT PRINCIPLES GRI 401: Employment GRI 401-1 New employee hires and employee turnover 106 GRI 404: Training and Education GRI 404-2 Programs for upgrading employee skills and transition assistance programs GRI 404-3 Percentage of employees receiving regular performance and career development reviews 100 100 GRI 405: Diversity and Equal Opportunity GRI 405-1 Diversity of governance bodies and employees 93 GRI 406: Non-Discrimination GRI 406-1 Incidents of discrimination and corrective actions taken 93 Material topic: Attractive Employer GRI 3: Material Topics 2021 3-3 Management of material topics 103 Own disclosure Material topic: Responsible use of resources GRI 3: Material Topics 2021 3-3 Management of material topics GRI 302: Energy GRI 302-1 Energy consumption within the organization GRI 302-3 Energy intensity GRI 302-4 Reduction of energy consumption GRI 302-5 Reductions in energy requirements of products and services GRI 303: Water and Effluents GRI 303-1 Interactions with water as a shared resource GRI 303-2 Management of water discharge-related impacts GRI 303-3 Water withdrawal GRI 303-4 Water discharge GRI 306: Waste GRI 306-1 Waste generation and significant waste- related impacts GRI 306-2 Management of significant waste-related impacts GRI 306-3 Waste generated GRI 306-4 Waste diverted from disposal GRI 306-5 Waste directed to disposal 114 114 115 115 115 118 118 118 118, 120 122 122 122 123 123 7 141

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GRÜNENTHAL RESPONSIBILITY REPORT 2023 GRI STANDARD DISCLOSURE PAGE COMMENTS Material topic: Climate change GRI 3: Material Topics 2021 3-3 Management of material topics GRI 305: Emissions GRI 305-1 Direct (Scope 1) GHG emissions UN GLOBAL COMPACT PRINCIPLES 7 GRI 305-2 Energy indirect (Scope 2) GHG emissions GRI 305-3 Other indirect (Scope 3) GHG emissions GRI 305-4 GHG emissions intensity GRI 305-5 Reduction of GHG emissions 127 127 127 127 127 127 GRI 305-6 Emissions of ozone-depleting substances (ODS) GRI 305-7 Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions 133 The emission of ozone-depleting substances is not significant at Grünenthal. 142

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IMPRINT Publisher Grünenthal Pharma GmbH & 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 Contact Florian Dieckmann Head Global Corporate Affairs & Communication E-Mail: esg@grunenthal.com