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Kemična industrija Celje, d. d.
Kidričeva 26, SI-3001 Celje, Slovenia
Annual Report
of Cinkarna Celje, d. d.
for 2024
April 2025
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Table of Contents
1. Analysis of the development and performance of the Company's operations and position ......... 3
1.1 Concise overview of performance and alternative performance measures .............................................. 3
1.2 Letter from the Management Board .................................................................................................. 4
1.3 Report of the Supervisory Board ...................................................................................................... 6
1.4 Internal audit report ....................................................................................................................... 9
1.5 Highlighted events ....................................................................................................................... 10
1.6 Presentation of the Company ......................................................................................................... 11
1.6.1 Organisational structure ........................................................................................................... 11
2. Corporate governance .............................................................................................................. 12
2.1 Corporate governance statement ................................................................................................... 12
2.2 Risk management ........................................................................................................................ 15
2.3 Functioning of the General Meeting and shareholders' rights .............................................................. 22
3. Strategic orientations and future development ........................................................................ 22
3.1 Strategic objectives and orientations .............................................................................................. 22
3.2 Plans for 2025 ............................................................................................................................. 23
3.3 Investments made and planned ..................................................................................................... 24
3.3.1 Investments made .................................................................................................................. 24
3.3.2 Investments planned ............................................................................................................... 25
3.4 Research and development ............................................................................................................ 26
4. Operations ............................................................................................................................... 27
4.1 Sales analysis .............................................................................................................................. 27
4.2 Operating result ........................................................................................................................... 29
4.3 Expenses and costs ...................................................................................................................... 30
4.4 Assets and resources .................................................................................................................... 30
4.5 Shares and dividends .................................................................................................................... 33
5. Sustainability statement .......................................................................................................... 36
5.1 ESRS 2 General disclosures ........................................................................................................... 36
5.1.1 Basis for preparation ............................................................................................................... 36
5.1.2 [GOV] Governance .................................................................................................................. 40
5.1.3 [SBM] Strategy ....................................................................................................................... 49
5.1.4 [IRO] Impact, risk and opportunity management ........................................................................ 68
5.2 [E] Environmental information ....................................................................................................... 74
5.2.1 Report on environmentally sustainable economic activities and investments ESRS 2 .................. 74
5.3 [E-1] Climate change .................................................................................................................... 85
5.3.1 [E2] Pollution ........................................................................................................................ 114
5.3.2 [E3] Water resources ............................................................................................................. 128
5.3.3 [E5] Resource use and circular economy .................................................................................. 132
5.4 [S] Social information ................................................................................................................. 137
5.4.1 [S1] Own workforce ............................................................................................................... 137
5.4.2 [S3] Affected communities ..................................................................................................... 156
5.5. [G1] Business conduct ................................................................................................................ 165
6 Financial report .......................................................................................................................171
6.1 Financial statements ................................................................................................................... 171
6.1.1 Statement of financial position of the Company ......................................................................... 171
6.1.2 Income statement for the period from 1 January to 31 December ............................................... 173
6.1.3 Statement of other comprehensive income for the period from 1 January to 31 December ............. 174
6.1.4 Statement of changes in equity and determination of distributable profit ...................................... 175
6.1.5 Cash flow statement .............................................................................................................. 176
6.1.6 Notes to the financial statements ............................................................................................ 177
6.1.7 Significant events after the end of the financial period ............................................................... 235
6.1.8 Statement by members of the management and persons responsible for drawing up the annual report
236
6.1.9 Auditors opinion .................................................................................................................... 237
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1. Analysis of the development and performance of the
Company's operations and position
1.1 Concise overview of performance and alternative performance
measures
Cinkarna Celje, d. d., also uses Alternative Performance Measures (APMs) as defined by ESMA to
show the past performance of the company. The selected performance measures reveal the
performance and efficiency of the Company's business in the context of the cyclical nature of the
pigment industry.
OPERATIONS (in EUR 000)
2024
2023
2022
Turnover
200,285
176,464
227,153
Operating profit (EBIT)
1
26,664
12,723
53,176
Operating profit + depreciation and amortisation (EBITDA)
2
39,565
25,078
65,326
Net operating result
23,087
12,653
43,396
Non-current assets (end of period)
116,964
114,523
108,560
Current assets (end of period)
154,391
145,393
142,388
Equity (end of period)
211,036
221,230
209,010
Non-current liabilities (end of period)
18,925
18,844
18,832
Current liabilities (end of period)
41,393
19,841
23,106
Investments
14,302
19,825
10,547
INDICATORS
EBIT as a percentage of turnover
13.31
7.21
23.41
EBITDA as a percentage of turnover
19.75
14.21
28.76
Net profit as a percentage of turnover (ROS)
11.53
7.17
19.11
Return on equity (ROE)
3
v %
10.68
5.88
21.74
Return on assets (ROA)
4
v %
8.69
4.95
17.61
Value added per employee
5
107,471
80,305
131,431
NUMBER OF EMPLOYEES
End of year/period
718
742
775
Average end of year/period
725
754
776
SHARE INFORMATION *
Total number of shares
8,079,770
8,079,770
8,079,770
Number of own shares
298,384
264,650
264,650
Number of shareholders
2,871
2,651
2,321
Net earnings per share in EUR
6
2.86
1.57
5.37
Dividend yield
7
17 %
0 %
10 %
Gross dividend per share in EUR
4.10
0
9
3.19
Share price at end of period in EUR
27.70
20.50
23.00
Book value per share in EUR
8
26.12
27.38
25.87
Market capitalisation in EUR 000 (end of period)
223.809,63
165.635,29
185.834,71
1
The difference between operating income and operating expenses.
2
The difference between operating income and operating expenses, plus depreciation and amortisation. Reflects operating performance.
3
Net profit/average equity for the year. The indicator reflects the efficiency of the Company in generating net profit in relation to capital. Return on
equity is also an indicator of management's performance in maximising the value of the Company for its owners.
4
Net profit/average balance for the year. The indicator reflects the efficiency of the company in generating net profit in relation to assets. Return on
assets is also an indicator of management's performance in using assets efficiently to generate profits.
5
Operating profit plus depreciation, amortisation and labour costs divided by the average number of employees after accrued hours. A productivity
indicator reflecting the average new value created per employee at Cinkarna.
6
Net profit/average number of shares in issue.
7
Amount of dividend/share value (at the date of the General Meeting resolution).
8
Capital at end of period/total number of shares in issue.
9
In 2023, no dividend payments were made due to the energy aid granted to the company in accordance with ZPGOPEK.

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1.2 Letter from the Management Board
Cinkarna Celje, d. d., a modern and forward-looking chemical company, has entered its 150th year
of continuous operation in very good shape, with ambitious sustainability goals. As part of the
chemical industry, which is a vital building block of the European and Slovenian economy, we are
aware of our opportunities, responsibilities and challenges in the context of the green, low-carbon
and circular transformation of the European industry and the dynamism of the pigment industry.
Sales increased by 13% in 2024, mainly driven by higher volumes sold for titanium dioxide pigment.
Demand improved in the second quarter, mainly due to the announcement of the introduction of
temporary anti-dumping measures, which encouraged European customers to review their sourcing
strategies. The temporary measures, which had been in place since the middle of last year, were
replaced by permanent ones at the beginning of this year. These differ in methodology, as the tariffs
are now set as absolute amounts instead of relative (% of the import price). In addition, the type of
pigment used in printing inks has been excluded from the measures. The impact of these changes
on the market situation will become more apparent in the coming quarters.
Focusing on our core titanium dioxide pigment programme and rationalising our portfolio of strategic
business areas are key building blocks of our business performance. Titanium dioxide pigment is our
most important product and is an indispensable raw material in the modern world, and we are
committed to further developing and continuously improving the quality of titanium dioxide pigment
and exploring its use in sustainable applications.
The results achieved are exceeding the forecasts for the period. As a relatively small pigment
producer, we face market conditions and changes as a typical follower, but of course we try to make
the most of the market's potential, both in terms of level and time dynamics, within the given
framework.
We are committed to a long-term business strategy based primarily on an active marketing approach
to find and develop the most profitable customers and markets, to increase market share in the
highest quality markets, and to build long-term partnerships with key customers.
Sentiment indicators point to weak economic activity in the euro area, having declined in the fourth
quarter of 2024. The German institutions do not expect a significant recovery of the German economy
in 2025. Changes in the economic outlook will continue to depend strongly on inflation trends, the
labour market and the geopolitical situation.
The macroeconomic situation, in the context of our markets, especially the EU, and of our carrier
products, means that we are facing weak demand. Despite attempts by some producers to raise
selling prices, buyer resistance remains strong as the market remains well supplied. In key sectors
such as construction, decorative coatings and automotive, no recovery is expected for the time being
and uncertainty remains due to macroeconomic and geopolitical risks. In parallel, the impact of
certain exemptions in anti-dumping on demand for other pigment types will become clearer in the
coming quarters.
Net profit reached EUR 23.1 million, 82% higher than the EUR 12.7 million achieved in 2023.
Operating profit plus depreciation and amortisation, or EBITDA, reached EUR 39.6 million, accounting
for 19.8% of sales. EBITDA is 58% higher compared to the previous year.
In the area of employee relations and human resources management, we are focusing on optimising
the organisational structure, with the aim of ensuring the smooth operation of the Company and, as
a result, the conditions for maximum safety and health for our employees. We follow the principle of
a positive and motivating remuneration policy and ensure an appropriate level of employee
satisfaction and motivation. At the same time, we are introducing IT support to develop competences

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and improve the organisational climate. At the end of the year, we presented a project to the social
partners to renew the competency and pay model. The aim of the latter is a modern system that will
be co-designed by employees and will provide the basis for the Company's future growth.
In 2024, we allocated EUR 14.3 million for investments, purchase of fixed assets and replacement
equipment. We are investing in programmes that show growth potential. Our investments in
production are primarily aimed at reducing operating costs, ensuring profitable volumes of volume
production, achieving higher quality, regulatory compliance, and energy sustainability.
Our development activity follows a five-year strategy. Development activities were carried out in
response to perceived opportunities in areas of our expertise, trends and customer expectations. We
have a number of interlinked projects underway to comprehensively manage spatial and
environmental risks. The most important of these are the alternative water supply project, the
harmonisation of zoning acts at the Za Travnikom red gypsum filling plant, the remediation of the
Bukovžlak Non-hazardous Waste Disposal Site (ONOB) and ensuring the stability of barrier bodies.
All our activities are planned and implemented in line with the principles of sustainable development
and the circular economy. In the context of ensuring the sustainable development of titanium dioxide
production, we continued with our multi-year development project on integrated water management
and waste reduction. We also set up and implemented new activities in the areas of carbon footprint
reduction, use of renewable energy sources and re-use of materials. At the end of the year, we
adopted a sustainability strategy.
The following sections of the report provide more detailed information by business area, as well as
an overview of the Company's financial position and performance.
Management Board of Cinkarna Celje, d. d.

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1.3 Report of the Supervisory Board
In 2024, the Supervisory Board met and took decisions at 10 meetings, of which 5 were ordinary, 3
extraordinary and 2 correspondence meetings. Attendance at meetings was generally full. Within the
legal framework established by laws, regulations, the Company's Articles of Association and relevant
codes, as well as the approach of a prudent steward, we diligently fulfilled and exercised our powers,
duties and responsibilities. We considered the materials submitted, the presentations made, the
specific clarifications and explanations provided, and organised and conducted interviews with
individual external experts. We sought to further clarify and examine specific topics through
constructive suggestions, questions and requests for additional data, analyses and reports. In our
opinion, the Supervisory Board acted diligently in its work, in accordance with the law and in
accordance with the best conscience and knowledge of the individual, thereby adequately
safeguarding the interests of the Company and its shareholders.
The Supervisory Board devoted time and attention to reviewing current operations, investments,
business plans and regular internal audit activities. The Management Board briefed the Supervisory
Board members in detail on the risk of shortage of process water and possible solutions as well as
all other significant risks faced by the company. Attention was also paid to the sustainability strategy.
At the end of 2024, the Supervisory Board was composed of the following members: the President
Tomaž Berločnik and the members Melita Malgaj, Boštjan Furlan, Dubravka Derossi Uršič, Aleš
Stevanovič and Jože Koštomaj, the latter appointed by the Works Council. The new Supervisory
Board replaced the previous Supervisory Board, in which Luka Gaberščik and Mario Gobbo completed
their term of office, Mitja Svoljšak resigned and David Kastelic was recalled by the General Meeting.
In 2023, the previous composition of the Supervisory Board was involved in the preparation and
adoption of the development strategy until 2028. The key focus of this strategy is to refocus the
Company on the core business of titanium dioxide and to change the sales portfolio of this core
product in the direction of increasing quality, optical performance and product development for more
demanding customer applications. Since the mid-year change of half of the Board, the Board has
provided an overview of the implementation of the current strategy and the status of each activity
in the implementation of the strategy.
In November 2024, we discussed and adopted our business plan for 2025, based on relatively
pessimistic macroeconomic forecasts and with traditional conservatism. The sales plan amounts to
more than EUR 206.3 million and the planned net profit to EUR 15.3 million. The planned drop in the
latter is mainly due to market pressures towards lower average selling prices. The Supervisory Board
considered that the plan is appropriately formulated and that it adequately reflects the situation in
the business environment as well as the competitive situation and the Company's potential for
generating results.
The focus will therefore continue to be on improving or raising the competitive position, increasing
market shares and increasing the physical volume of business. In parallel, the possibility of further
diversification of the product portfolio will be explored.
The Supervisory Board reviewed a comparative analysis of Cinkarna Celje, d. d., and its competitors
during its sessions.
Extensive training for supervisors was also provided at the end of the year, including presentations
on the areas covered by individual directors and managers, as well as in-depth training on titanium
dioxide technology and the industry.
In line with ESRB and CSRD requirements and the growing expectations for sustainability and
stakeholder impact management, the Management Board presented the Sustainability Strategy until
2030, which was approved by the Supervisory Board.

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With all members of the Management Board reaching the end of their term of office in 2025, the
Supervisory Board implemented the appropriate procedures and took the necessary measures to
ensure the smooth and stable continuity of the management of the Company and to enable it to
continue to operate efficiently in the future.
As a result of protectionist measures, the Company actively pursued new opportunities in industries
and markets, with investments totalling EUR 14.3 million, mainly in the production of titanium dioxide
pigment to improve product quality, ensure the planned volume production and reduce
environmental impact. The Company traditionally follows a conservative financial management
strategy, operating without long-term borrowings or external financial resources, and is therefore
financially stable and sound with growth potential.
The Supervisory Board considers that the actions taken by the Management Board were also
successful in implementing the investment plans and targeted development work. The efficient
operation, sustainability and stability of the system provide an answer to its long-term prospects.
The main lines of business and development of the Company, as set out in the medium-term strategy,
were implemented to a high standard at the most important points.
In the opinion of the Supervisory Board, the present Annual Report, which contains the statutory
financial statements, disclosures, explanatory notes and the management report and Sustainability
statement, contains the most important information and indicators as well as adequate explanations
of individual events and facts, and therefore, on the proposal of the Audit Committee of the
Supervisory Board, the Supervisory Board approves the Annual Report of Cinkarna Celje, d. d. for
2024.
The Supervisory Board has also read the independent auditor's report and considers that it
adequately presents the statutory audit of the financial statements and notes and accepts the
auditor's opinion that the financial report is consistent with the audited financial statements. This
sufficiently satisfies the requirement that the information given about the Company's financial
position during the period under review be true and fair.
In 2024, the Audit Committee of the Supervisory Board of Cinkarna Celje, d. d., composed of Melita
Malgaj Chairperson (formerly David Kastelic), Jože Koštomaj Member, and Gregor Korošec
Independent External Expert, held five regular meetings. The Audit Committee members focused on
their regular and ongoing tasks and commitments.
Members of the Audit Committee were present at all meetings. Aleš Skok, President of the
Management Board, and Karmen Fujs, Head of Accounting, were also present at the meetings to
present documents and to answer or clarify questions from members. Two of the meetings were
attended by two certified auditors, Sanja Košir Nikašinović and Lidija Šinkovec, from Ernst & Young,
d.o.o. The Head of the Internal Audit Department, Mateja Rupnik, was also present at the meetings.
At all its meetings, the Audit Committee took note of the interim results of the year and focused on
financial and accounting data. It carefully considered the content of the Company's interim and
annual financial statements and made suggestions and recommendations for corrections. As already
mentioned, it also reviewed and examined on an ongoing basis the reports of the Internal Audit
Department, which included, inter alia, reporting on the status of the actions implemented on its
recommendations, while at the same time cooperating constructively, suggesting improvements and
guiding the work of the Internal Audit Department.
In accordance with its responsibilities, the Audit Committee was active in the regular audit procedures
of Cinkarna Celje, d. d. in 2024.The main activities were:
It met with the auditors and familiarised itself with the progress of the final audit of the
2023 financial statements of Cinkarna Celje, d. d.;

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It took note of the findings of the audit of the 2023 financial statements of Cinkarna Celje,
d. d., and the auditor's opinion;
It noted the management letter on the findings of the audit of the financial statements of
Cinkarna Celje, d. d., for the year ended 31 December 2023.
The Audited Annual Report 2024 of Cinkarna Celje, d. d., was received and considered by the Audit
Committee at its meeting earlier this year. The Audit Committee concluded that the Annual Report
2024 of Cinkarna Celje, d. d., was prepared in accordance with International Accounting Standards
and the provisions of the Companies Act.
Based on the positive opinion in the auditor's report, additional explanations provided by the auditor
and the professional services of Cinkarna Celje, d. d., and on the information and disclosures in the
Annual Report of Cinkarna Celje, d. d., for 2024, the Audit Committee assesses that the Annual
Report has been prepared in accordance with the requirements of the Companies Act (ZGD-1) and
that the financial statements present fairly, in all material respects, the financial position of Cinkarna
Celje, d. d., as at 31 December 2024, and its profit or loss and cash flows for the year then ended in
accordance with International Financial Reporting Standards.
The Audit Committee considers that the auditor acted impartially and independently and in
accordance with the Auditing Act. The auditor will provide the Company with the service of reviewing
the European Single Electronic Format (ESEF) report and will also review the Remuneration Report
of the Company's management and supervisory bodies.
The Audit Committee reported to the Supervisory Board on the outcome of the statutory audit and
explained that the statutory audit contributed to the integrity of the financial reporting. The Audit
Committee has no comments on the Annual Report 2024 of Cinkarna Celje, d. d., that would in any
way delay it in proposing to the Supervisory Board that it adopt a decision on the approval of the
Annual Report 2024 of Cinkarna Celje, d. d., in accordance with the law.
The Supervisory Board approved the annual report at its regular meeting on April 15, 2025. At the
same time, the Supervisory Board approved the proposal for the use of accumulated profit.
President of the Supervisory Board
Tomaž Berločnik

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1.4 Internal audit report
Internal audit services are provided by the Internal Audit Department, which is an independent
organisational unit, functionally responsible to the Supervisory Board and organisationally
responsible to the Management Board. Its role, scope of work, types of services and mandate are
defined in the Internal Audit Charter, which was renewed at the end of 2024.
The objective of internal auditing is to strengthen Cinkarna Celje, d. d.'s ability to create, protect and
preserve value by providing independent, impartial assurance based on risk assessment,
recommendations, advice, suggestions and projections. The Internal Audit Department assists the
Company in achieving its objectives by carrying out activities in areas of key risk and where it can
contribute to the improvement of the Company's corporate governance, risk management and
control processes. In its work, it complies with the Global Internal Audit Standards and other rules
included in the hierarchy of internal audit rules.
In 2024, the work of the Internal Audit Department was based on the approved annual plan, which
was adjusted during the year in response to recent changes in the material risks. Eight internal audits
were carried out, the last of which was completed in the following year. The areas covered were
within the manufacturing business units and processes at company level. Recommendations were
made for the identified improvement opportunities, grouped by risk level, the implementation of
which was regularly monitored. The implementation of the internal audit recommendations helps to
improve the internal control systems in place and their functioning. Improvements were also made
in the area of the internal audit function, primarily in 2024 to adapt to the requirements of the Global
Internal Audit Standards. Reporting to those responsible for the audited activity, the Management
Board, the Audit Committee, and the Supervisory Board was carried out in accordance with the
established reporting relationships. The periodic reports to the Management Board, the Audit
Committee and the Supervisory Board also included information on the implementation of internal
audit recommendations and the execution of other activities.
The development of the internal audit function is planned and implemented through a quality
assurance and improvement programme and regular training. Internal audit activities were carried
out in 2024 and provided the basis for further improvement of the function. The last external quality
audit of the Internal Audit Department of Cinkarna Celje, d. d., was carried out in 2022.
Mag. Mateja Rupnik,
Head of the Internal Audit Department

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1.5 Highlighted events
Cinkarna Celje has the first commercial private 5G network in Slovenia
With a private 5G mobile network, the Company digitised and optimised its warehouse operations.
In the warehouses, it is possible to track materials with barcode scanners and to integrate a sensor
with direct connectivity to the 5G network. In the future, Cinkarna Celje, d. d., will also use the
private mobile network as a platform for digitising other segments of the business where this brings
business benefits.
Part of the success story of ŽKK Cinkarna Celje
As a general sponsor, we are part of the success story of the Women's Basketball Club Cinkarna
Celje (ŽKK CC), which celebrates its 30th anniversary this year. The club marked the anniversary by
opening a permanent exhibition on 20 November 2024 in the home hall of the Celje-Center
Gymnasium. The exhibition shows the rich history of women's basketball in Celje and the "Hall of
Fame" and is open to all visitors to the club's matches. The exhibition is the result of our cooperation
with the club and the Municipality of Celje.
17th competition announced
In the 17th Primary and Secondary School Competition, young people, with the help of CC Detective,
will explore activities that reduce our impact on the environment in different ways and increase our
responsibility towards the environment in which we work.
Cinkarna at the TiO
2
World Summit
The annual TiO
2
World Summit, the industry's largest conference, took place this year in Vienna on
8 and 9 October. For more than 25 years, the event has been the central meeting point for the
titanium dioxide (TiO
2
) and pigments industry, bringing together experts, manufacturers and other
industry stakeholders from around the world. Over the two days, the conference offered a wide range
of interesting topics including presentations, networking and discussions focusing on industry trends,
innovation, supply and demand, sustainable development goals (ESG) and advances in the use of
TiO
2
and pigments.
ISO 50001 Energy Management System Certificate
Cinkarna was awarded the prestigious ISO 50001 - Energy Management System Certificate. The
internationally recognised ISO 50001 standard is an established standard for energy management
and ensures that the Company systematically increases its energy efficiency, effectively manages
potential energy savings and implements appropriate energy management measures. This
internationally recognised standard is key to systematically improving energy efficiency and reducing
the environmental footprint.
Closure of the 16th competition
The 16th Wonderful World of Water competition was created to educate young people about the
importance of water for our existence and for any production. At the end of the competition, the
winning schools were announced at the Technopark, having contributed the most original solutions,
gadgets, teaching materials or research exhibits to explore any phenomenon or form of water. This
year, the prizes were awarded to the following primary schools: Kompole, Rečica ob Savinji, Fran
Kranjc, VIZ II Rogaška Slatina, Planina pri Sevnici, Sedraž, Polzela, Fran Roš Celje, Letonje Brothers
Šmartno ob Paki, Gymnasium Celje - Center, Secondary School of Horticulture and Visual Arts,
Gymnasium Slovenske Konjice, and a special prize was awarded to the students of the Environmental
Engineering Technician at the Velenje School Centre.
Most Outstanding Employer 2023 in the Chemical Industry
Cinkarna Celje, d. d., was awarded the prestigious title of the most outstanding employer in the
chemical industry for 2023, according to a survey by MojeDelo.com, the largest job portal in Slovenia.

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The survey involved candidates on the labour market who evaluated the reputation of Slovenian
employers in relation to factors such as what motivates them in their career path and what they
expect from their employer. We are constantly striving for improvements in the HR field and follow
the highest standards in the workplace, and this prestigious title confirms our activities and
commitment to our employees.
Distributors' Day
In March, we organised our first "Distributors' Day" event for our titanium dioxide distributors in the
form of a seminar, thus setting a new starting point for future cooperation. We were very pleased to
welcome the arrival of titanium dioxide distributors from all over Europe at our site for the 2-day
seminar. The "Distributors' Day" organised in the form of a seminar is an important milestone in our
cooperation path. Over the two days, we presented new developments and guided the participants
through our production, while exchanging invaluable knowledge and experience. The event was a
great success, after all it is about a personal approach to cooperation and communication, which is
all the more important today in the age of virtual approaches.
American Coatings Show 2024
From 30 April to 2 May 2024, we exhibited at the American Coatings Show in Indianapolis, USA.
1.6 Presentation of the Company
Cinkarna Celje, d. d., with its 150-year tradition of continuous operation, is one of the most resilient
companies in the Slovenian economy. Until 1968, the Company's defining activity was metallurgy,
but with the launch of the production of titanium dioxide pigment in 1973 and its subsequent
expansion, Cinkarna Celje, d. d. now operates in the chemical processing industry.
Company
Cinkarna, kemična industrija Celje, d. d.
Short name
Cinkarna Celje, d. d.
Headquarters
Kidričeva ulica 26, 3000 Celje, Slovenia
Telephone Central Office
+386 3 427 60 00
E-mail
info@cinkarna.si
Website
www.cinkarna.si
Person responsible
Aleš Skok, President of the Management Board
Dislocated business unit
Kemija Mozirje
Headquarters
Ljubija 11, 3330 Mozirje
Telephone
Ownership
+386 3 837 09 00
Presented in the financial report
1.6.1 Organisational structure
The organisational structure comprises the Management Board, five business units and eleven
professional services. From 2024, the organisational structure no longer includes BU Metalurgija. As
of 2024, the Environmental Protection Department and the Occupational Health and Safety
Department were merged into the Department of Safety, Health and Environment.

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BU Titanov dioksid (Titanium Dioxide): Tomi Gominšek, Director
BU Kemija Celje (Chemistry Celje): Andrej Lubej, Director
BU Kemija Mozirje (Chemistry Celje): Irena Vačovnik, Director
BU Polimeri (Polymers): Roman Deželak, Director
BU Vzdrževanje in energetika (Maintenance and Energy): Boštjan Podkrajšek, Director
Joint professional services (departments):
Finance: Dejana Starčević, Head of Finance
Marketing: Irena Franko Knez, Director
Procurement & Logistics: Dejan Skok, Director
Human Resources and General Services: Marko Cvetko, Head of Department
Occupational Safety and Health Department: Otmar Slapnik, Head of Department
Legal Department: Gregor Gajšek, Head of Department
Quality Department: Ksenija Gradišek, Head of Department
Environmental Protection Department: Bernarda Podgoršek Kovač, Head of Department
Accounting Department: Karmen Fujs, Head of Department
IT Department: Boris Špoljar, Head of Department
Internal Audit Department: Mateja Rupnik, Head of Department
2. Corporate governance
2.1 Corporate governance statement
Cinkarna, kemična industrija Celje, d. d., is organised as a joint-stock company with its registered
office in Celje. The Company has a two-tier management system with a Management Board and a
Supervisory Board. The Company is managed by the Management Board for the benefit of the
Company, independently and on its own responsibility. The Management Board represents and acts
for the Company and is accountable to the General Meeting and the Supervisory Board.

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Information on the composition and functioning of the management and supervisory bodies and their
committees is provided in section [GOV-1] Role of the administrative, management and supervisory
bodies.
The Company applies the Slovenian Code of Corporate Governance for Public Joint-Stock Companies,
which was adopted by the Ljubljana Stock Exchange and the Slovenian Association of Supervisors in
December 2021. In accordance with the business decision of the Company's Management Board, the
Company complies with the Code, with the exception of the explained deviations. Due to the specifics
of the Company's corporate governance, the legal basis (ZGD-1, ZTFI-1, MAR- Market abuse
regulation, etc.) is strictly observed in areas deviating from the Code. Below we provide an overview
and explanations of deviations from the individual provisions of the Code.
Item 5.6 The compliance of the components of the Governance Statement with the provisions of
ZGD-1 was verified by the external auditor as part of the regular audit. No additional external
compliance audit was carried out.
Item 6 The Supervisory Board, in cooperation with the Management Board, developed the
Remuneration Policy for Management and Supervisory Bodies in accordance with the relevant
legislation and best practice recommendations in this area and submitted it to the General Meeting
for approval. The document was not approved by the General Meeting. A new Remuneration Policy
is being prepared. For more information, see Remuneration of members of the management and
supervisory bodies.
Item 10.1 The Company has concentrated ownership, where the two largest shareholders hold
more than 20% of the voting rights. The majority of shareholders are from Slovenia.
Item 16 The evaluation of the work of the Supervisory Board is carried out by the members
themselves, following the methodology and the Manual for the Evaluation of the Effectiveness of
Supervisory Boards prepared by the Association of Supervisors of Slovenia. The evaluation process
was carried out in a professional and objective manner and therefore there was no need for external
expert support and no external audit of the Supervisory Board's work was carried out in cooperation
with a specialised institution or other experts.
Item 26 The Company does not yet have pre-established procedures in relation to related party
transactions to assess whether a transaction is one that will be entered into in the ordinary course
of the Company's business and on arm's length terms. The Company did not record any related party
transactions during the reporting period.
Item 30 The Company does not have a defined corporate communication strategy as an integral
part of the Corporate Governance Policy. The Company's communication or transparency is the
responsibility of the Company's management and professional services. Public announcements
(SEOnet and the Company's websites) comply with legal requirements and contain information that
enables an investor in securities to assess the situation and to evaluate the impact of a business
event on the price of securities.
The Diversity Policy is publicly available on the website and is presented in section G1 of the
Sustainability Statement, as well as other codes and policies that the Company complies with in its
operations.
We have a system of operational and supervisory internal controls in place at all levels and in all
areas of our business to manage the risks affecting our ability to achieve our objectives. These are
targets for:
efficiency and effectiveness,

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the reliability of financial reporting,
compliance with legal and internal regulations.
The control activities and the responsible persons are recorded in internal documents (job
descriptions, authorisations, organisational regulations, policies, rules of procedure).
The Company provides the following:
Accounting data control, which involves assessing the accuracy of accounting data and
correcting identified irregularities. Implementation is the responsibility of the Accounting
Department and the Finance Department;
verification of the reliability of the accounting data, carried out by means of an inventory of
assets and debts. The inventory is carried out by a permanent inventory committee in
accordance with the annual inventory schedule. Special inventory committees may also be
appointed by the Company's Management Board for specific types of inventories or
extraordinary inventories;
assessing deviations of the magnitude of what has been achieved from what was planned,
which can show shortcomings in implementation, as well as in the planning of objectives.
The activities are carried out within the Accounting Department;
internal control of the implementation of the prescribed procedures for the purchase, storage
and use of materials and for the production, storage and sale of products (checking the use
and approval of the prescribed documentation, analysing any discrepancies and proposing
measures). The activities are carried out in the Accounting Department and by the Company's
management;
internal controls in the computerised information system relating to management,
infrastructure, security, purchasing, development and maintenance of software support are
provided by the IT Department. The completeness and accuracy of data capture and
processing is ensured by application-specific controls or by controls at the users of the
software solutions;
the system of internal controls is complemented by a system of audits against acquired ISO
standards;
internal audits of process performance, carried out by qualified internal auditors, to check
that activities are being carried out in accordance with the requirements of the management
systems and that the management system in place is adequate and effective to achieve the
objectives set. External audits are carried out by a selected certification body;
audit of the annual accounts by an external audit firm;
once a year, a review of the functioning of operational and supervisory internal controls,
based on a decision of the Company's Management Board. The Management Board
determines by resolution the responsible person, the areas of control and the timetable for
carrying out the review.
The Internal Audit Department was set up in 2016. It has been operating since 2017 on the basis of
an adopted charter, a working methodology, professional rules and annual work plan. Its purpose is
to review and assess the adequacy and effectiveness of the system of internal controls in achieving
the Company's significant objectives by carrying out internal audit engagements.
Deviations identified in the various forms of internal control are analysed by the persons responsible
and the management of the Company and, on this basis, action is taken to eliminate or prevent the
causes of risks that have caused or could cause deviations from the rules and objectives of the
Company.
Risk management is discussed in more detail in the next section.

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2.2 Risk management
The risk management process is a key process and the foundation of the Integrated Management
System (IMS). Risks are managed through the Rules on the Management of Impacts, Risks and
Opportunities at Cinkarna Celje, d. d. The Rules define in detail the organisation, responsibilities and
methodology used.
The risk management system includes risk identification, risk assessment and classification, action,
monitoring and reporting. Monitoring and analysis of the external and internal environment provides
input for the identification of key risks and opportunities, which is crucial for our operational, tactical
and strategic planning in line with the sustainable development goals.
In light of the 2024 CSRD reporting, we are adding to our existing way of addressing risks an
assessment of sustainability impacts with the risks and opportunities arising from them. We outline
how we assess the sustainability impacts and risks we have identified through the Dual Materiality
Assessment (DMA) process on the page (reference to the page describing the DMA process).
Impacts, risks and opportunities are managed through performance targets or objectives, which are
tracked through reports and/or protocols. Impacts, risks and opportunities are monitored on a
continuous basis and due diligence is carried out by the Committee on a quarterly basis. This is
followed by reporting to the Management Board's Broader Professional College. Key impacts, risks
and opportunities are reported to the Management Board and the Supervisory Board on a quarterly
basis.
We also communicate to external audiences about the risks of our business and how we manage
them in our quarterly and annual reports. The reports are published publicly on the SEOnet portal
and on the Company's website www.cinkarna.si.
The overview of key risks below is updated and defined to the situation and expectations at the cut-
off date for reporting in 2024 (31 December 2024).

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Schematic representation of business and sustainability risk management at Cinkarna Celje, d. d.

Operational risks

Sustainability risks
Area
Availability of resources
(material, human, financial)
Production

Sustainable areas




Subject
Projects
Compliance

Environment
Social
Governance




Input
channels
Stakeholders

Due diligence
(ongoing)

DMA
(annual)

Shareholders
(ongoing)


Key residual operational risks (severity/likelihood)
Key residual sustainability risks (severity/likelihood)


1
Storage and production capacity
16
1
Waste - red gypsum
19
2
Digitisation
17
2
Process water
20
3
Subjects of work
17
3
Breach of barrier
20
4
Cyber attacks
17
4
Pollution
20
5
Staff availability
18
5
Legislative compliance - products
21
6
Financial risks
18
6
Competences
21


7
Industrial accidents
21

1
Storage and production capacity

The Company prepares its annual and strategic plans based on achieving maximum utilisation of its
facilities. Breakdowns and unplanned maintenance, as well as limited storage capacity, pose a risk
of not reaching the desired target. In 2024, the risk of equipment breakdowns is mainly in the
treatment process of flue gases from titanium dioxide calcination and the risk of breakdowns in the
masterbatch production lines.

The risk in titanium dioxide production is being managed by temporary rehabilitation at the most
critical filter. We procured key spare parts for another. The installation of an additional electrostatic
precipitator is underway, which will allow a gradual and complete overhaul of all the old filters after
commissioning. We are also reducing the risk of breakdowns by introducing lean manufacturing

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(planned and autonomous maintenance, targeted improvement) and by implementing projects to
eliminate technological bottlenecks.

At BU Kemija Mozirje, we carry out extended preventive maintenance and ensure a stock of major
spare parts. A feasibility study was carried out for the installation of an additional line.

2
Digitisation

Untapped opportunities in digitisation and additional costs due to failure in digital transformation or
lack of digital security. Falling behind modern technologies can lead to increased uncompetitiveness.
Digitisation can reduce the risks of lost volume production, increased maintenance costs, manual
data entry errors, reduced administrative costs and better management of security risks.

The risk is being mitigated by implementing several implementation objectives that increase the level
of digitisation and computerise and simplify business processes (upgrading modules in the Power BI
business analytics and in Moja Cinkarna, the document system, migration of Oracle Forms,
modernisation of the maintenance information system and the Spekter production information
system).

3
Subjects of work

In the area of raw material procurement, we face two types of risks. A shortfall in production and
consequently in planned revenues can lead to a shortfall in the supply of work items from monopoly
suppliers, as well as to unforeseen extensions of delivery times throughout the supply chain.

We manage risk by using appropriate contractual protection.

In critical cases, we provide larger stocks. We carry out thorough market research on raw materials
and potential substitutes and act on our findings in a timely manner.

We search for, test and introduce new sources of raw materials into production. We also evaluate
alternative raw material sources by producing catalogues of verified alternative raw materials and
suppliers. We build long-term and stable partnerships in a targeted manner. We monitor and analyse
the state of international markets ourselves and with the help of market specialists.

We also maintain regular contact with suppliers that we do not deal with operationally, but which
represent a high quality potential alternative.

We place orders on time, make bookings with suppliers, and look for alternative suppliers and
alternative testing procedures.
We ensure timely planning of requirements and procurement of raw materials, take into account
experienced lead times and increase minimum stocks where necessary. For all strategic raw
materials, we continuously update the business case and checklist according to changes in the
market, raw material prices, the Company's business needs and other external factors.

4
Cyber attacks

Production failure due to a cyber attack on the workstation and/or the server system for the
management system by malware with the intent to extort or steal data.

We have put in place additional systems to monitor and ensure information security. Regular security
checks are carried out. With the help of an external expert, we carried out an internal audit in this

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area. We are putting the opportunities identified into practice. We regularly monitor potential new
threats and raise awareness among our employees.

In 2024, we recorded no major cyber incidents, as a result of our ongoing efforts to improve the
safety and security of our information systems. Our cyber security strategy includes several key
activities to mitigate risks and ensure secure operations.

Hardware and software protection: We regularly update our hardware and software to ensure
protection against the latest threats.

User awareness: We conduct regular training and testing of our employees to raise their awareness
of cyber threats and the correct way to deal with incidents. Our efforts also include internal
communication on the importance of data security and protection.

Phishing test: We conducted a phishing test to check the responsiveness and preparedness of our
employees to potential phishing attacks. The results of the test allowed us to further improve our
security measures and training.

Systems security review: We carried out a security review of systems with a higher risk of intrusion
and took action on the recommendations made. This further strengthened our security infrastructure
and reduced the risk of potential cyber attacks.

Risk monitoring and assessment: We regularly monitor and assess the level of risk in our IT systems.

5
Staff availability

The Company is facing a wave of retirements on the one hand and a shortage of staff on the labour
market on the other. The percentage of sickness absenteeism is an additional risk.

In addition to traditional recruitment methods, we use social recruitment solutions to find new
employees. We increased our cooperation with labour placement agencies and contracted external
service providers on a case-by-case basis.

We offer scholarships. We actively participate in career fairs. We have deepened our cooperation with
secondary schools. We provide students with compulsory internships and student work. We provide
students with the opportunity to work on their bachelor's, master's and doctoral theses in the
Company.

We are continuously implementing organisational change and adapting agilely to new circumstances.

We are working to increase employee engagement by introducing team-based problem solving and
communication with employees. We systematically address safety issues in daily meetings and tackle
the causes of injuries. Where possible, we ensure employee polyvalence.

6
Financial risks

Credit risk: The potential risk is the possibility of an increase in expenses due to non-payment by
customers whose receivables are not secured, which represents approximately 5% of the receivables.
As a safeguard against securing receivables with an external institution, we apply internal credit
control for each customer, for whom we have set an individual credit limit, based on their ability to
pay.


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Liquidity risk: Failure to pay within agreed deadlines due to customer insolvency or indiscipline can
lead to liquidity problems. The risk is managed by ensuring a stable cash flow. We regularly obtain
up-to-date information for more accurate cash flow planning, which is elaborated in a detailed, well
thought-out and precise way on a daily, monthly and annual basis. The Company's business has
traditionally been conservative with high levels of cash. Liquidity management includes, inter alia,
planning for and meeting expected cash commitments on a daily, weekly, monthly and annual basis,
ongoing monitoring of customer solvency, and regular collection of overdue receivables.
Currency risk: Loss of revenue and higher costs due to the euro/dollar exchange rate on the purchase
of materials and raw materials in US dollars (titanium-bearing raw materials, partly copper
compounds) is the third potential financial risk. In order to avoid the realisation of this risk, we
continuously monitor the evolution and forecasts of the dynamics of the EUR/USD currency pair.
Basically, we limit the short-term risk of adverse changes in the dollar exchange rate through the
standardised and consistent use of financial instruments (dollar forwards). We also regularly obtain
more accurate data for forward exchange rate purchases.
1
Waste – red gypsum
The Company fills waste red gypsum from titanium dioxide production into the Za Travnikom waste
disposal plant. The existing zoning plan (ZN) and the building permit allow filling up to 300 m nm,
which will be achieved in 6-7 years.
Due to the new circumstances and lessons learnt during the infilling process, the implementation as
conceived by the project is not possible in certain parts or could lead to the demolition of the planned
structures. Another negative point is the planned inadequate drainage, which would lead to a partial
re-flooding of the site with rainwater.
The project designer, together with the expert support of the UL FGG Department of Geotechnics,
prepared an amendment to the project. The new design provides for increased quantities of red
gypsum and a different form of backfill. The planned volumes have already been registered in the
environmental permit and the MOPE has issued a decision that the planned modification does not
require a reassessment of the environmental impact. However, amendments to the zoning plan and
the building permit are required.
We have submitted an initiative to all three municipalities concerned to amend the ZN. The conditions
for the signing of the contract between the municipalities are being coordinated and will be followed
by the submission of the rezoning petition to the MOPE.
According to the decree of the Municipality of Šentjur, Cinkarna Celje, d. d., should have ceased
filling on 27 October 2023. This deadline is not achievable in practice due to the leaching of white
gypsum and the large settlements not foreseen in the filling project. Representatives of the
Municipality of Šentjur and KS Blagovna have been informed about this since 2017, but they have
insisted on understanding the need to respect this date. We have obtained a legal opinion on the
validity of such a decree. This concludes that the decree is incompatible with the legislation in force,
and we have therefore sent a petition to the Ministry of Natural Resources and Spatial Planning
(MNVP) for a review of the legality of the Decree on Amendments and Additions to the ZN Za
Travnikom Decree. The Ministry of Natural Resources and Spatial Planning referred the application
to the Ministry of the Environment, Energy and Climate (MOPE) for consideration, which agreed with
the legal opinion and requested the Municipality of Šentjur to bring the decree into line with the
applicable legislation within 90 days. As the municipality failed to do so, the Government initiated a
constitutional review procedure on the basis of a proposal from the MOPE.

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With the aim of sustainable development and a circular economy, and to extend the time available
for disposal, the Company is also developing processes to reduce the amount of red gypsum and is
looking at other options for filling in different locations.
2
Process water
This is a risk related to climate change, which can have a negative impact on the Company's business
due to water supply constraints during dry periods.
The Company identifies the potential lack of water to power production as a significant risk of drought
and an opportunity to pursue sustainable business principles.
The most appropriate and, above all, sustainable solution was to use wastewater from the Celje
Central Wastewater Treatment Plant (CČN). This source is sufficient in terms of quantity and
sustainability, but needs additional treatment. Its use results in an improvement of both the biological
and hydromorphological status of the watercourse.
Pilot trials at the CČP site have been completed and form the basis for the design of the equipment,
and alternative technologies are still being tested. In cooperation with the Municipality of Celje, the
process of preparing the OPPN documentation for the installation of the pipeline is underway. At the
same time, the project documentation for the construction of the pipeline is being prepared.
3
Breach of barrier
Heavy precipitation (floods, landslides) or an earthquake pose the risk of a negative impact on the
Company's operations due to damage to the barrier structures, which could result in a partial collapse
and a subsequent flood wave.
Technical observation and monitoring is regularly carried out in the area of the high embankment
barriers (Bukovžlak and Za Travnikom).
Based on the results of the observations, systematic and long-term maintenance measures are taken
to ensure the stability of the barriers or, where necessary, to remedy the consequences of adverse
weather conditions.
One of these is the triggering of a landslide after heavy rainfall in August on the lower western part
of the high embanked barrier Za Travnikom. The landslide is being monitored by measurements. We
carried out urgent remediation work, which will be followed by full rehabilitation, for which an
environmental provision has been made.
4
Pollution
The Bukovžlak Non-hazardous Waste Disposal Site (ONOB) has also been the site of waste leaching
heavy metals from rainwater and groundwater in the distant past. While this leachate is being partly
successfully captured and sent to the company for treatment, it is partly leaking into the
environment. In order to minimise this impact, the Company is carrying out extensive remediation
of the area, for which it has also set up an environmental provision. The rehabilitation includes
reinforcement of the barrier body, rehabilitation of the drainage and deep pipelines (all three have
already been carried out), the construction of canals for the discharge of backwash water, the
rehabilitation of the C1 drainage under the Bukovžlak high embankment barrier, the construction of
a sealing curtain, and a minimised permeable cover and a diversion embankment.

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5
Legislative compliance – products
In the field of chemicals, there are a number of compliance requirements with different legislations
in countries around the world (REACH, registration of Cu preparations). There are ongoing checks on
the potential harmfulness and consequent withdrawal of products from the market (TMP, PFAS).
There are increasing requirements on the use of plastics, both food contact plastics and microplastics.
This legislation also affects our products. We manage risk through different approaches. We are
carrying out the necessary registration procedures and looking for substitutes for products whose
use may be restricted or even banned.
6
Competences
In addition to the high number of retirements, the risk is posed by a lack of a well-developed
succession policy and inadequate competences of new recruits, which take a long time to acquire.
We have set up a recruitment system that includes a training programme and a mentor for each
post.
We are taking stock of all specific and general skills in the Company, revamping the system for
onboarding new recruits and verifying existing skills for employees.
We have developed and validated a new competency model.
We are implementing a major Knowledge Transfer project in the key production of titanium dioxide.
We have inventoried the key positions in the Company, identified possible successors and defined
the time to replacement and the additional competences needed.
For the most promising candidates, we run a leadership development programme, the Leadership
Academy, as well as provide individual coaching sessions.
7
Industrial accidents
An industrial accident poses a potential risk of a negative impact on the Company's business.
Risk is managed by systematically evaluating the impact on the environment and employees, periodic
fire risk assessments, and by organising jobs according to risk assessment.
In the area of environmental impact reduction, we have systematically introduced European
environmental standards by implementing the principles of the Responsible Care Programme and
harmonised our operations with the requirements of the IED and SEVESO Directives.
We carry out internal audits of the adequacy of the implementation of the measures required by the
SEVESO permit and remedy the deficiencies identified.
In the area of fire safety, we have our own fire brigade and the Company is adequately covered by
fire insurance.
In the area of accidents at work, a professional service is organised to monitor compliance with
health and safety rules and measures. Regular training and education for employees is provided. The
Company is insured against liability for damages.

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We enter into written agreements with external contractors and train them. We have a permanent
Health and Safety Coordinator. We have introduced work instructions for carrying out maintenance
operations in terms of fire prevention, accident prevention and improving the cleanliness of the
working environment.
2.3 Functioning of the General Meeting and shareholders' rights
The General Meeting is convened by the Management Board of the Company on its own initiative, at
the request of the Supervisory Board or of the shareholders of the Company representing one
twentieth of the share capital. The General Meeting takes note of the annual report and validly
decides at the meeting by a majority of the votes cast, in particular on the following:
use of balance sheet profits,
appointment of the members of the Supervisory Board,
discharge of the members of the Company's Management Board and Supervisory Board,
appointment of the auditor, etc.
It decides, in particular, by a three-quarters majority on the following matters:
amendments to the Articles of Association,
measures to increase or reduce share capital,
changes in the Company's status and dissolution, and in any other case provided for by law
or by the Articles of Association.
Shareholders may attend the General Meeting and exercise their voting rights only if they have
notified the Company's Management Board in writing of their attendance at the General Meeting not
later than the end of the fourth day before the General Meeting. At the General Meeting, the number
of votes of each shareholder is determined by the votes of the shares which, according to the share
register, are held by that shareholder as at the end of the seventh day preceding the day of the
General Meeting. Shareholders may exercise the rights attaching to their shares directly at the
General Meeting or by proxy. Proxies must be given in writing and filed with the Company. As a
general rule, one general meeting per year shall be held.
3. Strategic orientations and future development
3.1 Strategic objectives and orientations
The Company's strategy will continue to be focused on ensuring the highest possible levels of volume
production and sales and on exploiting the potential of the most profitable pigment markets. The
future development of the Company is based on the following four pillars:
energy transformation,
digitisation,
sustainable development,
raising capacities.
The sales focus will continue to be mainly on European markets. The Company's presence in existing
markets will be strengthened in the key strategic business area Titanium Dioxide, as well as in the
supporting areas and programmes of Kemija Mozirje (Masterbatches, Powder Varnishes), Kemija
Celje and Polimeri.
In the future, the Company will continue to strive to work closely with its employees, business
partners and the local community to continue its successful operations and to ensure adequate
returns for its owners. It is envisaged to continue optimising the human resources structure by
rehiring and recruiting new young and technically qualified staff.

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Investment in development, training and further improvement of the working environment for
employees will also continue. The investment cycle necessary for stable ongoing operations and
growth will continue in the coming years. We will continue to seek and implement additional ways to
reduce potential undesirable environmental impacts, while continuing to comply with all
environmental legislation and regulatory requirements. However, a tightening in this area could pose
additional risks.
The dividend policy will be stable. 50% of net profit will be paid as dividends.
The new five-year strategic period 2024-2028, which takes into account the 2028 cycle peak, has
the following strategic objectives:
average turnover of EUR 228.9 million,
average EBITDA of EUR 36.9 million,
average net profit of EUR 16.8 million.
Other components and policies are explained in more detail in the Sustainability Statement.
3.2 Plans for 2025
The plan for 2025 is based on an analysis of current market conditions, macroeconomic forecasts
and specific factors in the titanium dioxide industry. Key focus areas include optimising production,
adapting sales strategies and investing in sustainability and energy efficiency.
In 2024, we successfully limited the impact of external factors on our business by taking swift action.
Increased demand for European pigment had an impact on sales price growth in the middle of the
year, which stabilised in the last quarter.
In 2025, we expect a slightly lower margin due to higher material costs, but the focus remains on
high capacity utilisation and a flexible sales strategy. We will continue to shift sales volumes to the
most profitable markets, in particular those with customs protection. We will also invest in increasing
production capacity and improving operational safety, with a strong focus on sustainability projects.
Based on forecasts, we expect stable or slightly lower average selling prices but higher volume sales.
We expect slightly higher energy prices, especially natural gas, and different trends in raw materials
stabilising prices for titanium-bearing raw materials and rising prices for process chemicals. We
will continue our strategy of optimising our sourcing and negotiating with suppliers.
On the financial side, we remain conservative no external funding is planned. Investment volumes
will be above the average of previous years, with a focus on removing bottlenecks, improving energy
efficiency and reducing environmental impacts. The company will propose the payment of dividends
in accordance with the company's dividend policy, namely 50% of the previous year's net profit,
which will be decided by the shareholders at the general meeting.
The planned turnover for 2025 is EUR 206.3 million and the net profit is EUR 15.3 million. The slightly
lower profit is due to higher prices for strategic raw materials and energy products and a slightly
lower average selling price of the carrier product, with an EBITDA margin of 16%. All estimates are
based on the results already realised in the first nine months of 2024 and assumptions on future
market trends known at the time of the 2025 plan.
Special emphasis will be placed on development projects to improve quality, sustainable solutions
and rational use of resources. The remuneration policy will be adapted to business performance and
economic conditions, with the aim of ensuring long-term stability and social security for employees.

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3.3 Investments made and planned
3.3.1 Investments made
In 2024, we committed EUR 14.3 million for investments, acquisition of fixed assets and replacement
equipment, and paid advances of EUR 1.7 million, for a total of EUR 16 million, representing 87.1%
of the plan.
Investments were made on a programme-by-programme basis, according to need, capacity and
potential, and in line with the five-year strategic plan.
Sustainability investments were targeted in different areas. With the aim of increasing energy
efficiency and self-sufficiency:
we continued with the solar power plant project (1.3 MW SE built);
we refurbished the substation to allow the connection of the solar plant;
we implemented measures to reduce electricity consumption (replacement of lighting and
energy-wasting electric motors, installation of frequency converters);
on the basis of a positive feasibility study, we commissioned the detailed engineering for the
cogeneration of electricity from the steam generated by sulphur incineration and the
necessary equipment to adapt the process to the production of sulphuric acid.
In the field of the circular economy:
We started the process of preparing the project documentation for the installation of the 7th
CEGIPS centrifuge in the titanium dioxide production plant;
In fungicide production, we purchased a filter press for the filtration of dissolved copper ash,
which allows us to use copper from the recycling process of fishing nets.
In order to prevent soil and water pollution:
20% of storm drains and asphalt surfaces where there is a risk of spills of hazardous
substances were rehabilitated;
Oil interceptors were completely replaced;
We relocated and renewed our gypsum pipeline on plot 115/1 of Teharje.
In order to reduce air emissions:
One electrostatic precipitator for cleaning flue gases from calcination was renewed;
We replaced some vehicles (cars, forklifts) with electric ones.
As measures to increase safety and reduce the risks of old burdens:
We invested in measures to improve fire safety (gradual renewal of external and replacement
of internal hydrants with Euro hydrants, installation of AJP systems, fire doors);
Drainage ribs on the eastern flank of the Za Travnikom high embankment barrier and
emergency measures to rehabilitate the landslide triggered during the heavy rainfall in
August 2023 were implemented;
Maintenance and monitoring measures were implemented for all the barrier bodies.
In the area of health and safety measures:
We started to implement the LOTO system and LEAN (safety pillar, 5S).
In addition to investing in sustainability, we continue to invest significantly in projects to address
bottlenecks. The largest share of our investments went to titanium dioxide production, where we
continued to prepare projects and permits and to implement pending and new investments. In BU

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Polymers, we purchased a laser for cutting sheet metal and carried out activities on the new blasting
plant project, which will be realised in 2025.
We upgraded the Spekter production information system in BU Titanium Dioxide and are building a
maintenance information system. To enhance information security, we are investing in a virtual
environment for servers and operating stations.
3.3.2 Investments planned
Investments in 2025 will be made on a programme-by-programme basis, according to need, capacity
and potential, and in line with the strategic plan. The total amount of planned investments in 2025
is EUR 19.8 million, which includes capitalised own products and services of EUR 1.7 million, but
excludes the planned activities for the reversal of environmental provisions of EUR 2.5 million. The
planned value of investments, including capitalised own products and excluding the planned funds
for the reversal of environmental provisions, is 8.3% higher than the 2024 plan, representing 9.6%
of planned sales in 2025 and 137% of depreciation.
58.1% of total investment will be for capital expenditure, 28.2% for the purchase of replacement
equipment, and 13.7% for the purchase of individual fixed assets.
88% of the investment will be in titanium dioxide production, for the following:
implementation of the first phase of cogeneration of electricity from the steam generated by
burning sulphur;
replacement of two electrostatic precipitators to clean the flue gases from the calcination
process;
installation of a filter for filtering liquid sulphur;
addition of lime to the smelting pits to reduce H
2
S emissions;
development of a washing site for contaminated end-of-life equipment;
implementation of some of the measures of the integrated water management project;
increasing the white gypsum extraction capacity (project preparation, permitting, start of
construction of the plant);
expansion of production (start-up of the gel spinning press, Surface Treatment 2 expansion
project).
Other investments include:
start of investment in the purchase of a battery storage;
phase one of the modernisation of the Scada energy system;
preparation of project documentation for the installation of a new line of masterbatches on
site with a positive feasibility study;
refurbishment of the internal railway tracks to enable a greater share of raw materials to be
supplied by rail.
BU Polimeri will purchase a new blasting machine for several blasting media.
We will replace some vehicles and forklifts with electric ones and electric motors with more efficient
ones. In line with the baseline report requirements, we will start a phased rehabilitation of the areas
and sewers where the relevant hazardous substances are transported/handled in 2025.
We will invest in measures to improve fire safety (refurbishment of external and replacement of
internal hydrants with Euro hydrants, installation of AJP systems, fire doors).

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26
In 2025, as in every year, we will allocate some resources to rehabilitation interventions in or on
buildings, which are required from the point of view of ensuring structural safety, minimum hygiene,
organisational changes, and the creation of a suitable working environment.
We will purchase some additional equipment for quality control (MB injection moulding machine,
Tidas - particle size measurement in TiO
2
products). We will continue a multi-year project to upgrade
the control and management of the processes with the most outdated software at the Titanium
Dioxide BU.
We will set up a 5G network at the Celje site, make some investments to improve the security of the
IT system, and prepare information for analytical purposes.
We will set up digital warehouse operations at Kemija Mozirje and, as a prerequisite for this, we will
reinforce the Wi-Fi system and purchase scanners.
Investments will also take place at our Bukovžlak and Za Travnikom sites. At Bukovžlak, we will start
the construction of a sealing curtain at the NE of the Bukovžlak Non-hazardous Waste Disposal Site
(ONOB) barrier and drainage C1. At the Bukovžlak high embankment barrier, activities are planned
on a drainage ditch with a gauging point and a dewatering facility. On the Za Travnikom high
embankment, the construction of a reinforcement embankment with drainage on the western flank
and the permanent rehabilitation of a landslide triggered during heavy rainfall in August 2023 will be
carried out. The environmental provision will be used for these purposes.
Table 1: Overview of investments by strategic pillar
Pillar
Amount in EUR
%
Sustainability and energy transition
9,757,700
49.2
Quality and production expansion
2,741,200
13.8
Digitisation
665,000
3.3
Other
6,673,300
33.7
Total
19,837,200
100
Financing is planned from our own resources.
3.4 Research and development
Development activities in 2024 were in most cases in line with our strategic sustainability objectives.
We optimised the formulation of the weather-resistant titanium dioxide and validated the process on
an industrial scale.
We looked for some alternatives to replace the organic additive TMP, which is classified with
suspected reprotoxicity.
The most extensive development work is taking place on the processing of acid waste, where the
main objective is to produce commercially interesting products instead of waste and to recycle part
of the titanium dioxide. We are also involved in the EU consortium project REMHub.
We completed testing on pilot plants to treat wastewater from a municipal wastewater treatment
plant to replace fresh river water. In parallel, we are gathering information on other possible
treatment technologies.
We developed a low-temperature Primer powder varnish.

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27
We produced white masterbatch in two grades for installation in stretch films for outdoor agricultural
applications.
4. Operations
4.1 Sales analysis
Total sales in 2024 amount to EUR 200.3 million and are 13% higher than the sales achieved in the
comparable period in 2023. Total sales to foreign markets are up 15% compared to the comparable
period in the previous year. The increase in sales to foreign markets is undoubtedly due to higher
pigment volumes. In absolute and relative terms, the most significant increase in sales is to the EU,
which is our most important market.
Table 2: Sales by market
2024
2023
ΔPY%
Slovenia
13,684,845
14,889,861
-8
EU
162,234,825
134,006,280
+21
Third countries
19,080,092
22,900,287
-17
Third countries dollar markets
5,285,650
4,667,861
+13
TOTAL
200,285,413
176,464,289
+13
Sales to the EU market are 21% higher than in the previous year. The increase in sales was driven
by higher pigment volumes resulting from the anti-dumping measures imposed on the market
concerned and a significantly improved demand for copper fungicides. Sales on the domestic
market are down by 8% y-o-y in 2023. The latter is due to lower demand for powder varnishes and
the closure of BU Metallurgia. Sales to third countries are down by 17%, due to lower sales of
powder varnishes and reduced competitiveness in TiO
2
sales. In the dollar markets, we are
strengthening our market shares. In the next medium term, we intend to focus our marketing
activities more on these markets as they offer us good geographical diversification. The 13% increase
in sales is the result of accelerated activities in the US market.
The share of total exports in the Company's total sales in the year under review was 93.2%, an
increase of 1.6 percentage points compared to the previous year. The higher share of exports relates
to an increase in value sales to the key markets of Germany, Italy, France, Poland and the
Netherlands. The largest volume of exports was to Germany, where sales increased by 10%. Titanium
dioxide pigment continues to be a core part of our exports and remains a key product for the
Company, driving growth in foreign markets.
The sales structure by national market is adjusted quarterly according to the specific conditions
prevailing in each individual market. However, the long-term sales structure is influenced by key
factors such as the profitability of the markets, alignment with the Company's marketing strategy,
and the assessment of the political-economic security and reliability of the individual markets. Based
on the current data, it is observed that profitable markets remain stable, while the sales structure is
adjusted where political or economic risks create uncertainties. At the same time, anti-dumping
protection in certain markets, such as the EU, also reinforced the focus on more stable and more
competitive markets in the longer term, supporting the strategic shift towards delivering sustainable
growth in safer, higher-yielding markets.
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Table 3: Sales by business segment
2024
2023
ΔPY%
Titanium dioxide
168,728,022
146,042,369
+16
- of which TiO
2
pigment
165,044,453
143,356,887
+15
Zinc processing
0
5,637,539
-
Varnishes, masters and printing inks
16,140,315
16,579,785
-3
Agro programme
11,150,638
5,443,530
+105
Polymers
3,379,268
2,148,761
+57
Other
887,171
612,307
+45
TOTAL
200,285,413
176,464,289
+13
During the period under review, sales of the titanium dioxide pigment business reached EUR
168.7 million. The EUR 22.7 million increase in value sales is mainly due to higher volumes. The
challenging market situation, which continued from the previous year, was reversed in the second
quarter and resulted in improved demand. On the European market, a gradual pick-up in demand
was observed, driven by the culmination of expectations regarding the decision on anti-dumping
measures against pigment of Chinese origin. In addition to the traditional markets, we continued to
sell to some extent in the North American markets. The provisional measures in force since the
middle of last year were replaced by permanent measures at the beginning of this year.
Within the programmes of this business segment, special mention should be made of CEGIPS, where
157.6 thousand tonnes were sold, representing an increase of 22% compared to the previous period.
This result is particularly significant as it directly contributes to extending the life of the Za Travnikom
Waste Disposal Facility.
The zinc processing sales programme was discontinued at the end of 2023, in line with the strategy
to optimise the business portfolio. This decision allows us to focus resources and investments on
programmes with higher added value and more promising market opportunities, in line with the
Company's long-term objectives.
During the period under review, we recorded a 3% decline in sales of varnishes and masters. The
main reason for this decrease is the decline in sales of powder varnishes, which are subject to strong
competitive pricing pressure, mainly due to low activity in the home appliances, store and trade fair
equipment sectors.
Sales of the agro programme, which includes copper fungicides, Pepelin, copperas and Humovit,
increased by 105% in the period under review compared to the same period in 2023. This strong
sales growth is mainly due to restocking and the start of the new season, and the markedly weak
sales market conditions in 2023. Sales activity in 2023 was still influenced by the sale of old stocks
accumulated due to the drought in 2022. We are managing to maintain sales of Humovit at the level
of the comparable period in 2023, but we remain tied to the situation in the domestic and nearby
markets for this product. This is because the additional transport costs make it more difficult for
Humovit to enter more distant markets, which limits the geographical scope of sales and underlines
the importance of optimising distribution at local level.
During the period under review, the relative proportions between business units have again adjusted.
With the exception of BU Kemija Mozirje, where the sales share did not increase, the other business
units recorded an increase in sales share, while BU Metalurgija, which was discontinued at the
beginning of the year, is not included in this comparison.
BU Polimeri's share increased on account of major projects. The increased business volume of the
unit is closely linked to the investment activity of the pharmaceutical and petrochemical sectors in
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the region, confirming our strategic focus on contract manufacturing with a high degree of flexibility
and commitment to specific customer needs. While this business model is highly dependent on the
industry's investment cycles, it also allows us to differentiate ourselves and maintain long-term
partnerships.
Adjustments in business models entail a restructuring of the size and focus of individual business
units, which has already had the effect of reducing their number. In this context, we expect further
growth in the relative importance of our core programme titanium dioxide production which will
be further strengthened as a key source of value creation and revenue stability in the coming periods.
According to Regulation (EC) No 1893/2006, which establishes the statistical classification of
economic activities in the European Union (NACE), our activities fall under Division 20.2 -
Manufacture of pesticides and other agro-chemical products. The Company is active in the
manufacture of chemicals, which includes the production of copper fungicides used in agriculture to
protect plants against fungal diseases. Sales are shown under the item Agro programme. According
to the EU NACE classification of economic activities, Cinkarna Celje, d. d., is classified in C 20 -
Manufacture of chemicals and chemical products, more specifically in 20.12 - Manufacture of dyes
and pigments. On the basis of Delegated Regulation (EU) 2022/1288, which complements the EU
Low Carbon Benchmarks Regulation (EU BMR), the chemicals and pigments manufacturing sector is
classified as a high carbon sector.
4.2 Operating result
Table 4: Operating result
2024
2023
ΔPY%
Operating income
204,135,737
182,389,786
+12
Operating expenses
177,471,493
169,667,037
+5
OPERATING RESULT
26,664,244
12,722,749
+110
Financial income
1,986,327
1,226,598
+64
Financial expenses
123,439
-143,743
-
OPERATING RESULT BEFORE TAX
28,527,133
13,805,602
+107
Income tax
5,439,882
1,152,195
+372
NET OPERATING RESULT
23,087,250
12,653,407
+82
In 2024, an operating result of EUR 26.7 million was achieved, 110% higher than the 2023
operating result of EUR 12.7 million. The operational performance was significantly better than last
year and significantly exceeds the results of the business plan. This outperformance of the planned
result and the previous year's result is due to the significantly better volume sales of the carrier
product than forecast in the business plan. The operating result including depreciation and
amortisation, or EBITDA, amounted to EUR 39.6 million, representing 19.8% of the sales achieved.
Compared to the previous year, EBITDA is 58% higher.
After accounting for the impact of financial income and expenses, an operating result before tax
of EUR 28.5 million is reported in 2024, and a profit of EUR 13.8 million in 2023. The result before
tax exceeds the previous year's result by 107%.
In 2024, as in 2023, a positive financing balance of EUR 1.9 million is achieved (2023: positive
financing balance of EUR 1.1 million). The resulting financing balance is the result of a positive
exchange rate balance (forward purchases and sales of dollars) of EUR 0.3 million and a positive
balance of investment income and interest income and expenditure of EUR 1.6 million. The positive
exchange rate balance throughout the financial year represents the effective use of hedging
instruments to manage the volatile movement of the $/EUR currency pair in the purchase of titanium-
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30
bearing ores. The positive balance on investments represents the efficient use and deployment of
cash surpluses into profitable investments.
The net result for the period amounts to EUR 23.1 million and is 82% higher than the result for
2023 (EUR 12.7 million). Taking into account the developments in the international economy, the
titanium dioxide pigment market and, above all, the results of competitors in the titanium dioxide
industry, we summarise that the result is more than satisfactory and above expectations. The net
result comprises the profit before income taxes of EUR 5.4 million (effective tax rate of 19.1%).
4.3 Expenses and costs
The structure of consumption of raw materials, packaging and energy shows a greater variation
compared to 2023. In relative terms, the most important reduction is in the cost of energy products.
The price ratio is changing, due to higher input prices. The purchase prices of titanium-bearing raw
materials are at higher levels than in the previous year. The total cost of raw material consumption
is 13% higher. However, at the end of the period, raw materials/materials for production accounted
for the largest share of production costs (84.4%), followed by energy (14.1%) and packaging
(1.5%). Compared to the previous year, there is a marked change in the structure, with a 7.3
percentage point decrease in the share of energy and a 7.4 percentage point increase in the share
of costs of materials.
The structure of labour costs is disclosed in the Notes to the financial statements in section 5 Labour
costs. Gross salaries have been established according to the provisions of the collective agreement,
taking into account the agreements between the trade unions and the Management Board. Transport
to work and meals during work are in accordance with the applicable regulations. Labour costs include
supplementary pension insurance, performance-related payments, severance payments, other
employee benefits, solidarity grants, jubilee bonuses, and other items. The amount of the annual
leave allowance paid per employee for 2024 is EUR 2,000 gross.
4.4 Assets and resources
Table 5: Assets and resources
31 Dec 2024
31 Dec 2023
ASSETS
Intangible assets
2,408,779
1,585,108
Tangible fixed assets
111,699,615
109,855,569
Financial assets at fair value through other comprehensive income
1,287,325
1,558,531
Other non-current assets
105,470
84,444
Deferred tax assets
1,462,488
1,439,044
Total non-current (long-term) assets
116,963,678
114,522,696
Current assets
Inventories
58,969,428
53,841,480
Financial receivables
47,214,859
38,616,117
Trade receivables
30,243,586
31,545,008
Income tax receivable
0
5,493,528
Cash and cash equivalents
17,731,407
15,687,805
Other current assets
230,760
209,028
Total current assets
154,390,040
145,392,966
Total assets
271,353,718
259,915,662
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The share of non-current (long-term) assets in total assets decreased by 1 percentage point to
43.1% compared to the end of 2023. The largest category of non-current assets is tangible fixed
assets (96%), which increased by EUR 1.8 million, or 2%, in 2024, for the difference between the
amount invested in tangible fixed assets and the actual depreciation charged. Non-current financial
investments decreased by EUR 0.3 million in 2024, due to revaluation, and comprise shares and
interests in companies. Deferred tax assets increased by 2% due to higher provisioning than release
and utilisation. Other non-current assets represent emission allowances obtained free of charge from
the State. Their balance as at 31 December 2024 is EUR 21 thousand higher than the balance as at
31 December 2023 due to the positive balance between the acquisition of the 2024 allowances and
their surrender to ARSO for the 2023 CO
2
emissions.
The share of current assets in total assets increased by 1 structural point compared to the end of
the previous year, reaching 56.9%. The most important categories in the current assets structure by
value are inventories (38%), financial receivables (31%), trade receivables together with other
current assets and income tax receivables (20%), and cash (11%).
Inventories increased by 10% compared to the end-2023 situation, with a 22% increase in the
value of material inventories (including advances), a 38% increase in the value of work-in-progress
inventories, and a 16% decrease in the total value of the Company's finished goods and merchandise
inventories (all compared to the end-2023 situation). The most important reason for the decrease in
finished goods inventories is the higher volume sales of pigment than the production in 2024.
Current financial receivables as at 31 December 2024 are investments in treasury bills with
maturities of mainly up to one year in order to use cash efficiently.
Current trade receivables comprise current trade receivables from customers and current trade
receivables from others (mainly from the State for input VAT). Compared to the situation at the end
of 2023, trade receivables decreased by 4%. Trade receivables also decreased by 1%, while other
current receivables decreased by 23% on account of a decrease in receivables due from the State
for the receipt of the balance of the transfers under the ZPGOPEK act (EUR 1.5 million). A maturity
breakdown of trade receivables shows that the age structure of the receivables continues to be of
good quality and secured with an external institution or other form of collateral.
Cash (and cash equivalents) represent 11% of total current assets, with a 13% increase in cash
compared to the last day of the previous year due to strong performance. The remaining cash is
necessary to ensure the day-to-day running of the business.
Other current assets are prepaid expenses. Their value increased by 10%.
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Table 6: Capital and liabilities
31 Dec 2024
31 Dec 2023
CAPITAL AND LIABILITIES
Called-up capital
20,229,770
20,229,770
Capital reserves
44,284,976
44,284,976
Profit reserves
125,078,814
119,583,496
Fair value reserve
-1,650,342
-1,242,486
Retained earnings
23,093,258
38,374,703
Total capital
211,036,476
221,230,458
Provisions for employee benefits
3,748,722
3,843,523
Other provisions
14,302,270
14,233,199
Long-term deferred income
873,579
767,414
Total non-current liabilities
18,924,572
18,844,136
Financial liabilities
29,915
103,692
Operating liabilities
36,124,537
18,530,350
Income tax liabilities
4,019,469
0
Liabilities under contracts with customers
0
11,351
Other current liabilities
1,218,750
1,195,674
Total current liabilities
41,392,670
19,841,067
Total capital and liabilities
271,353,718
259,915,662
The value of capital in the structure of the liabilities to resources as at 31 December 2024 is 77.8%,
a decrease of 7.3 percentage points compared to the end of 2023. The amount of capital decreased
by 5% compared to the situation at the end of 2024. The decrease (EUR 10,2 million) relates to the
difference between the 2024 net profit of EUR 23.1 million and the dividend payment of EUR 25
million in February 2024, the dividend payment of EUR 7 million in June 2024, and the purchase of
own shares of EUR 0.8 million. As at 31 December 2024, the Company holds 298,384 treasury shares
(3.7% of total shares). In accordance with the resolution of the 28th Ordinary General Meeting of
Shareholders of Cinkarna Celje, d. d., of 19 June 2024, the Company acquired 33,734 treasury shares
worth EUR 0.8 million in 2024. Also, on the basis of the decision of the same General Meeting, the
Company transferred the profit carried forward in 2023 (50% of the net profit generated in 2023) to
other profit reserves, similar to the first 50% as at 31 December 2023, which will remain permanently
in the reserves and will never be shared. There were no other significant movements in capital.
In total capital, share capital amounts to EUR 20,229,770 and consists of 8,079,770 ordinary freely
transferable bulk shares after a split of 1:10 as at 15 August 2022 (of which 298,384 are treasury
shares subscribed in the treasury share pool). The book value per share as at 31 December 2024 is
EUR 26.1 (down 4.6% since the beginning of the year when it was EUR 27.4).
Provisions and deferred income account for 7% of the payables. Provisions for pensions and
similar liabilities were made as at 1 January 2006 (severance and jubilee bonuses) and are adjusted
annually on the basis of actuarial calculations. Other provisions were established in the course of the
ownership process under the environmental provision. In recent years, the following additional
environmental provisions have been made: EUR 5 million in 2010 for the rehabilitation of the
Bukovžlak solid waste landfill and EUR 7 million + EUR 5 million in 2011 for the rehabilitation of the
Za Travnikom landfill and the destruction of low-level radioactive waste. At the end of 2017, the
provisions were examined in detail, verified and re-established, with only the provision for the
elimination of risks due to old burdens of EUR 6.4 million, which was fully eliminated in 2022. At the
end of 2024, similarly to the end of 2023, we re-examined the extent of the provisions and
made/reversed them accordingly in light of actual market conditions and the reasons for their
existence. The level of environmental provisions did not change significantly over the period due to
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33
the earmarked increase due to inflation and discounting to present value, and at the same time the
earmarked coverage of the costs of the above-mentioned remediation projects (increase of EUR 69
thousand). Non-current deferred income increased by 14% due to the funds still to be obtained for
the co-financing of the installation of the solar power plants in 2024.
Financial and trade payables increased by 95% compared to the end of the previous year due to
an increase in current trade payables to suppliers of strategic raw materials. Trade payables
increased by 111% for the above reason. Other current trade payables increased by 33% due to
higher payables to employees and government institutions. Income tax payable for the financial year
2024 as at 31 December 2024 amounts to EUR 4 million as the advance payments made during 2024
do not cover the tax liability for 2024. All financial and trade payables are current in nature. The
Company's gross gearing ratio is 15%, an increase of 0.7% compared to 31 December 2023.
Current financial liabilities as at 31 December 2024 amount to EUR 30 thousand, compared to
EUR 104 thousand at the end of 2023. The Company's gearing ratio is therefore 0.1‰ (0.4‰ at
the end of 2023).
Current trade payables increased by 95% over the period. Current trade payables to suppliers
amounted to EUR 31 million at the end of 2024, an increase of 111% compared to the end of 2023,
due to an increase in payables to suppliers of strategic raw materials. Other payables increased by
33% (or EUR 1.3 million), mainly consisting of EUR 2.5 million payables for net salaries and other
net employment benefits, EUR 2.6 million payables for contributions and taxes from and on
remuneration, and payables for VAT and to other institutions.
Other current liabilities increased by 2% over the period under review, mainly comprising accrued
liabilities for annual leave and other staff costs, accrued environmental contributions and taxes, and
VAT on advances made.
4.5 Shares and dividends
The share capital of Cinkarna Celje, d. d., amounting to EUR 20,229,770, is divided into 8,079,770
ordinary freely transferable bulk shares. The Company's treasury stock at the end of the period
comprised 298,384 shares (or 3.7% of the total issue). The number of shareholders at the end of
the period was 2,871. The ownership structure at the end of the period is shown in the table below.
Table 7: Share ownership structure of Cinkarna Celje d.d.
No. of shares
%
SDH, d.d.
1,974,540
24.44
Modra zavarovalnica, d.d.
1,629,630
20.17
OTP BANKA D.D. - fid.
388,417
4.81
TR5 d.o.o
364,943
4.52
Treasury shares
298,384
3.69
KRITNI SKLAD PRVEGA POKOJNINSKEGA SKLADA
167,050
2.07
RAIFFEISEN BANK AUSTRIA D.D. - FID
157,740
1.95
CITIBANK N.A. - fid.
102,000
1.26
Generali Jugovzhodna Evropa
75,700
0.94
Zagrebačka banka d.d. - fid.
69,560
0.86
Privredna banka Zagreb d.d. - fid.
65,985
0.82
Internal shareholders FO
60,530
0.75
External shareholders FO
1,959,667
24.25
Others
765,624
9.47
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34
Movement in the number of shareholders at the end of the year/period
The CICG shares of Cinkarna are traded on the over-the-counter market. The first day of trading was
6 March 1998. The single share price on that day was EUR 33.71. In August 2022, a share split was
carried out at a ratio of 1:10.
Table 8: Movement in the market value of the shares (single price on the last day of the month) and the value of turnover:
Single course
Turnover
2023
2024
2024
JAN
25.8
23.6
3,874,123
FEB
28.2
20.9
5,331,682
MAR
28.8
21.5
2,148,822
APR
27.8
21.8
1,079,058
MAY
24.4
21.6
1,080,289
JUN
24.8
22.3
1,793,351
JUL
24.8
23.8
9,995,320
AUG
23.2
24.5
1,820,420
SEP
22.6
28.5
3,712,825
OCT
23.9
28.7
1,610,799
NOV
22.0
27.0
2,049,682
DEC
20.5
27.7
1,414,968
The value of the share of Cinkarna Celje, d. d., listed in the first quotation of the Ljubljana Stock
Exchange (CICG), fluctuated between EUR 22.3/share and EUR 28.8/share during the period under
review. From the last trading day of 2023 to the last trading day of the period, the value of the share
is 33% higher and, taking into account the payment of dividends, the total gross return is 53%.
On 19 June 2024, the General Meeting of Shareholders of the Company voted for a resolution that
the balance sheet profit as at 31 December 2023 amounting to EUR 38,374,702.93, consisting of,
inter alia, the net profits generated before 2023 amounting to EUR 32,047,999.39 and the net profit
in 2023 amounting to EUR 6,326,703.54, be used as follows:
An amount of EUR 6,326,703.54, representing the net profit for 2023, was allocated to other
profit reserves and constitutes a separate account within profit reserves which cannot be
paid to shareholders;
A part of the balance sheet profit of EUR 7,033,608.00, arising from net profits generated
before 2023, was earmarked for payment to shareholders (EUR 0.90 gross per share);
The remaining balance of the balance-sheet profit of EUR 25,014,391.39, arising from net
profits before 2023, was earmarked for the payment of dividends pursuant to the resolution
of the Extraordinary General Meeting of 13 February 2024 and was paid out.
The amount of all dividends paid in 2024 is 4.10 gross per share and represents, at the date of the
General Meeting's resolution, a dividend yield of 17%.
On 19 June 2024, the General Meeting of Shareholders granted the Company's Management Board
the authorisation to acquire treasury shares.
Dividends paid and the P/E ratio with the corresponding calculation are shown in the section Concise
overview of performance and alternative performance measures.
As a publicly listed company, we have a policy on capital markets. The objectives of this policy are:
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35
Ensure that the capital market has an accurate picture of the earnings potential of the shares
by providing relevant, accurate, balanced and timely information to market participants.
Ensure compliance with all relevant rules and regulations, including the rules of the Ljubljana
Stock Exchange for issuers of shares and applicable Slovenian and European legislation for
public companies.
Ensure fair and transparent rules for trading in shares both for Cinkarna Celje, d. d., and for
persons deemed to be insiders.
Ensure that Cinkarna Celje, d. d., is recognised on the capital markets as a fair, accessible,
reliable and responsible company.
Maintain broad coverage by domestic and foreign securities analysts.
To be professional, responsive and proactive in relations with investors and to maintain a
balance between expectations and actual performance.
The shares are covered by several domestic and international analysts. Further information on
analyst coverage is available on the Company's official website. All investment materials and contact
details for investors are available at cinkarna.si/en/investor-information.
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5. Sustainability statement
5.1 ESRS 2 General disclosures
5.1.1 Basis for preparation
[BP-1] General basis for the preparation of sustainability statements
Cinkarna Celje, d. d., established a sustainability team composed of employees from all key areas to
prepare the sustainability reporting statement. An external advisor was engaged to provide expert
support. This is the first time the statement has been prepared in accordance with the Corporate
Sustainability Reporting Directive (CSRD) and the European Sustainability Reporting Standards
(ESRS), and as such, there are no changes compared to previous statements. In 2024, we conducted
a Double Materiality Assessment (DMA) and identified sustainability issues that are relevant to our
operations, including a due diligence review of both the upstream and downstream parts of our value
chain. We introduced a structured approach to reporting under the ESRS through data collection and
the establishment of procedures for data analysis and control. In previous years, reporting was
carried out in line with the Global Reporting Initiative (GRI). For certain indicators, the base year
was set as 2021, and this continues to be used in the current report. However, there has been a
change in the emission factors used in the calculation of Scope 1 and Scope 2 greenhouse gas
emissions. To ensure the comparability of reported metrics, we restated the data for the base year
2021. This is explained in more detail in section BP-2 Disclosures related to specific circumstances,
through data collection and the establishment of procedures for data analysis and control.
The statement has been prepared on an individual basis, as the company is a single entity with no
affiliated or subsidiary companies.
Scope of the value chain
The company analysed and assessed the significance of impacts, risks and opportunities related to
both the upstream and downstream parts of the value chain, as part of the double materiality
assessment (DMA) and business model definition. In determining the scope of the value chain,
several value chains were identified. Based on specific criteria, the TiO₂ value chain was identified
as the most important, both in the upstream and downstream segments. In the process of identifying
material topics, the company did not identify any material topics arising from either the upstream or
downstream parts of the value chain.
For the 2024 reporting year, Cinkarna Celje, d. d., did not make use of the right to omit material
information relating to intellectual property, know-how, experience or innovation results.
The company also did not make use of the exemption from disclosing anticipated events or matters
that are subject to ongoing negotiations.
[BP-2] Disclosures related to specific circumstances
Time horizon
For reporting purposes, the company has defined the medium and long-term periods as follows:
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Medium-term period: from 1 January 2026 to 31 December 2028. This definition takes into
account the timeframe of the business strategy planning, within which certain sustainability
measures have already been foreseen.
Long-term period: from 1 January 2029 to 31 December 2030. This corresponds to the
planning period set out in the sustainability strategy.
Value chain
a. Definition of metrics
Cinkarna Celje, d. d., monitors greenhouse gas emissions within its value chain (Scope 3, first tier
in both the upstream and downstream parts of the value chain suppliers and customers, including
transport), with a focus on emissions related to the sourcing of raw materials and the transport of
finished products. For key raw material suppliers, we requested data on their carbon footprint. In
relation to transport, we analysed the modes of transport and the distances travelled by our products
and raw materials in order to assess the emissions associated with logistics.
b. Basis for preparation
Emissions data is estimated based on two main sources:
Emission factors from databases for individual raw materials, where direct supplier data is
not available.
Transport data, where emissions associated with the logistics of our products have been
calculated based on the mode of transport (road, rail, maritime) and the distances travelled.
Direct data on water or energy consumption across the broader value chain is not currently
monitored.
c. Level of accuracy
The accuracy of emission data within the value chain depends on the quality of the data received
from suppliers and the availability of standardised emission factors. For transport, we were able to
estimate impacts with a relatively high degree of accuracy, where information on distances and
modes of transport was available. For raw materials, we rely on indirect data from databases.
d. Measures to improve accuracy
Cinkarna Celje, d. d., plans to enhance the accuracy of assessing the impacts of the value chain with
the following measures:
Further collection of carbon footprint data from key raw material suppliers where this has not yet
been implemented.
Improvement of emission calculation models for transport, including consideration of fuel types and
transport efficiency.
Exploration of possibilities for incorporating additional parameters (e.g. more precise data on the
production processes of raw materials) to improve calculations in the future.
Participation in sectoral initiatives to obtain better average data specific to the titanium dioxide
industry.
Sources of uncertainty in estimates and results
Cinkarna Celje, d. d., notes that some of the quantitative metrics and monetary amounts disclosed
in this report are subject to a higher degree of measurement uncertainty. This is particularly true for
estimates of greenhouse gas emissions in Scope 3, estimates of social impacts on local communities,
and estimates of water impacts.
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a. Definition of metrics with high uncertainty
The highest measurement uncertainty is present in:
GHG emissions from Scope 3 (particularly transport and raw materials),
Valuation of social impacts,
Water impacts,
Indirect financial estimates for the coming years, related to regulations and market changes.
b. Sources of uncertainty
Reasons for measurement uncertainty include:
Dependence on future events (e.g. market and regulatory shifts, such as bans on certain
substances),
Use of average or generic emission factors when specific data from suppliers is unavailable,
Incomplete availability of data from upstream and downstream parts of the value chain,
Different methods of data collection (e.g. estimates of transport distances, industry
averages, etc.),
Variability in data on local environmental conditions.
c. Assumptions, approximations and judgements
The following key assumptions were used to evaluate the metrics:
That the average emission factors from databases are representative for Scope 3,
That publicly available data provides a sufficient basis for assessing environmental and social
impacts,
That current market and regulatory conditions remain relatively stable in the short term,
That internal records data represents the best available basis for calculations.
Since the composition of primary energy sources for electricity production for 2024 will not be
published until June 2025, we have used the data on the composition of primary sources for 2023
for the distribution of electricity consumption in 2024.
We also note that some quantitative metrics for determining emissions of substances into the air and
water are subject to a higher degree of measurement uncertainty. This primarily concerns emission
metrics for substances determined based on measurements that are conducted less frequently (once
every three or five years or once a year). These measurements are made under certain operating
conditions, and it is assumed that such values (concentrations) remain constant throughout the year,
meaning that the determined metrics are partially based on estimation. The quantities of water
discharged are partly monitored through measurement and are subject to the measurement
uncertainty of the meters, and partly estimated based on water consumption (measured
consumption). In reporting data on waste generation (circular economy), the source of uncertainty
is greatest when presenting the methods of recycling and disposal of the waste delivered. The
uncertainty arises from the data provided by the waste receivers after collection, over which we have
limited control.
For certain data points, the best available data has been used, but there is some measurement
uncertainty related to the measurements, calculations, conversions, data collection and estimation
of data from the value chain. Social impact is estimated due to the variability of circumstances and
the quality of the data. Therefore, publicly available data has also been used in assessing impacts
and risks, among others. This is an ongoing process that will be further developed and improved.
Changes in the preparation or presentation of sustainability information
Emissions from Scope 1 and Scope 2 for the baseline year 2021 were initially calculated with the
help of another company, using different emission factor sources than those used for the emission
calculations for the reporting year. To ensure data comparability between 2021 and 2024, we
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recalculated Scope 1 and Scope 2 emissions for 2021 with the same contractor and accordingly
updated all initially reported data in the document, as well as the effects.
The initial carbon footprint calculation for 2021 also did not account for fugitive emissions, which we
appropriately considered in the recalculation.
Table 9: Scope 1 and Scope 2 emission calculations for 2021
Scope
Type of activity
Year 2021 (tonnes CO
2
eq.)
- FITMEDIA
Difference
Year 2021 (tonnes CO
2
eq.)
- SPHERA
Scope 1
Stationary sources (stationary combustion)
25,903
1,899
27,802
Mobile sources (mobile combustion)
2,962
-2,109
853
Neutralisation process (process emissions)
49,747
-2,000
47,747
Fugitive emissions
0
361
361
Scope 1 total
78,612
151
78,763
Scope 2
Purchased electricity location-based method
(all three sites of Cinkarna Celje, d. d.)
33,045
-5,030
28,015
Purchased electricity market-based method
(all three sites of Cinkarna Celje, d. d.)
80,324
-23,265
57,059
Scope 2 - Total (location-based method)
33,045
-5,030
28,015
Scope 2 - Total (market-based method)
80,324
-23,265
57,059
Total
Scope 1 and Scope 2 (location-based method)
111,658
-4,880
106,778
Scope 1 and Scope 2 (market-based method)
158,897
-23,075
135,822
Table 10: Sources of emission factors for Scope 1 and Scope 2 emission calculations for 2021
Scope
2021
2021
Scope 1
Emission factors for GHG Inventories, April 2022
Sphera MLC Database; DEFRA Database
Scope 2
Jožef Stefan Institute (for 2020)
Sphera MLC Database (location-based method); AIB
Residual Mixes (market-based method)
Disclosures arising from other legislation
The statement includes the Report on environmentally sustainable economic activities and
investments of Cinkarna Celje, d. d., for 2024 in accordance with Regulation (EU) 2020/852 on the
establishment of a framework to facilitate sustainable investment, and its amendment 2021/2139.
Incorporation by reference: Some disclosures in sustainability statements are incorporated by
reference. In such cases, the relevant disclosure makes reference to a chapter within the
sustainability report or to the financial section of the Annual Report.
The assessment of financial materiality is carried out as part of the identification of risks
(opportunities). We have a system in place, which is described in the Rules on the management of
impacts, risks and opportunities at Cinkarna Celje, d. d., and is partly described in the sustainability
report and more extensively in the Annual Report (reference also to the description in the Financial
part of Annual Report).
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Table 11: List of disclosures by reference
Incorporation of sustainability-related performance
into incentive schemes
GOV-3
Financial report, chapter X. Transactions with
related parties in the financial section of the
report.
Expected financial effects of material physical and
transition risks and potential opportunities related to
climate
E1-9
Financial statements
Report on environmentally sustainable economic
activities and investments - ESRS 2
ESRS 2
Financial Statements
Use of disclosure requirements
The company has used the disclosure procedure option for 2024 related to E5-6 concerning the
potential financial effects from resource use and circular economy-related impacts, risks and
opportunities.
5.1.2 [GOV] Governance
[GOV-1] Role of administrative, management and supervisory bodies
The company has a two-tier management system - with a management board and a supervisory
board.
The company is managed by the management board in the best interests of the company,
independently and at its own responsibility. The management board represents and acts on behalf
of the company and is accountable to the general meeting and the supervisory board.
The management board is a collective body of the company. It is composed of the president and up
to three members.
The president or a member of the management board must meet two additional requirements beyond
the statutory ones: holding at least a higher education degree and having a minimum of five years
of professional experience. The president of the management board is also a member of the
management board and is the highest-ranking executive in the group.
Table 12: Composition of the Management Board in the financial year 2024
Full name
Function
Area of
responsibility on
the Management
Board
First
appointment to
the position
End of term
of office
Gender
Citizenship
Year of
birth
Education/professional
profile
Membership of
supervisory
bodies of non-
affiliated
companies
Aleš Skok
President of
the
Management
Board
IT, finance, sales,
procurement, legal
1/7/2020
1/7/2025
Male
Slovenian
1967
BSc. Chem. Eng., MBA
USA
/
Nikolaja
Podgoršek
Selič
Member of the
Management
Board -
Technical
Director
development,
sustainability,
technology,
occupational health
and safety
30/6/2005 (first
term of office)
1/7/2020 (current
term of office)
1/7/2025
Female
Slovenian
1962
BSc. Chem. Eng., Spec.
/
Filip
Koželnik
Member of the
Management
Board
Labour
Director
human resources
and social issues
5/11/2020
5/11/2025
Male
Slovenian
1992
MSc (Business Studies)
/
Experience and educational profile of the members of the Management Board
ALEŠ SKOK - He holds a Bachelor's degree in Chemical Engineering from the University of Ljubljana
and an MBA from the American University of MIT. He possesses extensive experience in the
international chemical industry and served on the management boards of joint-stock companies for
over ten years. He also held positions as president and member of numerous supervisory boards.
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NIKOLAJA SELIČ PODGORŠEK She has been employed at Cinkarna Celje, d. d., for nearly 40 years,
beginning as a technologist and later becoming the head of development. For over 20 years, she has
served as Technical Director, responsible for production, maintenance (including energy
management), development, quality control, environmental protection and occupational health and
safety.
FILIP KOŽELNIK - He initially gained his experience in the financial industry and after completing his
postgraduate studies at the Faculty of Economics, he joined the Accounting Department of Cinkarna
Celje, d. d., as a senior planner analyst. He currently manages investor relations and in addition to
the interests of the company and all stakeholders, he represents the interests of employees regarding
human resources and social issues.
The company's Articles of Association and the Companies Act govern the Management Board's
reporting obligations to the Supervisory Board. The Articles of Association specify matters requiring
the Supervisory Board's consent.
The Supervisory Board comprises six members. Their appointment, duties and rights are defined by
the Articles of Association and the Companies Act (ZGD-1). The operating procedures and conditions
of the Supervisory Board are detailed in its Rules of Procedure.
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Table 13: Composition of the Supervisory Board and Committees in the financial year 2024
Full name
Function
End of term of
function/term of
office
Capital/workers’
representative
Attendance
at SB
meetings in
relation to
total number
of meetings
Gender
Citizenship
Year
of
birth
Education/
professional profile
Status of
independence
in the Statement
of
independence
Existence
of a
conflict of
interest in
the
financial
year
Membership
in supervisory
bodies of
other
companies
Tomaž
Berločnik
Chairman of the SB
from 23/7/2024,
Member of the SB
from 19/6/2024-
23/7/2024
19/6/2029
Capital
representative
4/4
Male
Slovenian
1968
BSc (Mech. Eng.)
and Master of
Business
Administration,
MBA
YES
NO
/
Melita
Malgaj
Deputy Chair of the
SB from 23/7/2024
Member of the SB
since 19/6/2024
19/6/2029
Capital
representative
4/4
Female
Slovenian
1971
BSc (Econ.)
YES
NO
Slovenske
železnice
d.o.o.
Jože
Koštomaj
Member of the SB
17/6/2025
Workers'
representative
10/10
Male
Slovenian
1968
Mechanical
Engineer
YES
NO
/
Aleš
Stevanovic
Member of the SB
7/3/2028
Workers'
representative
10/10
Male
Slovenian
1966
Chemical
technician
YES
NO
/
Boštjan
Furlan
Member of the SB
19/6/2029
Capital
representative
4/4
Male
Slovenian
1972
Mechanical
Engineer
YES
NO
/
Dubravka
Derossi
Uršič
Member of the SB
23/12/2029
Capital
representative
/
Female
Slovenian
1975
Master of Business
Administration
YES
NO
/
Mario
Gobbo
Chairman of the SB
until 23/7/2024,
Member of the SB
until 24/12/2024
23/12/2024
Capital
representative
9/10
Male
American
1953
MSc Biochemistry,
PhD Management
YES
NO
/
Mitja
Svoljšak
Member of the SB
28/2/2024
Capital
representative
2/2
Male
Slovenian
1974
BSc (Econ.)
YES
NO
/
David
Kastelic
Member of the SB
19/6/2024
Capital
representative
5/6
Male
Slovenian
1966
BSc (Mech. Eng.),
MSc (Econ.)
YES
NO
/
Luka
Gaberščik
Deputy Chair of the
SB until 4/6/2024
4/6/2024
Capital
representative
6/6
Male
Slovenian
1978
BSc (Law)
YES
NO
/
Table 14: External members of the Committees
Full name
Gender
Citizenship
Education/professional profile
Year of birth
Membership in supervisory bodies of other companies
Gregor Korošec
Male
Slovenian
BSc (Econ.)
1971
Chairman of the AJPES Council
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Experience and educational background of the members of the Supervisory Board
TOMAŽ BERLOČNIK – He is an experienced executive with a long-standing career in business. He is
best known for his role as the former President of the Management Board at Petrol d.d. In recognition
of his achievements, he was awarded the prestigious Primus Award, which honours outstanding
leadership in corporate communication and contributions to the development of the communications
profession. He also brings extensive experience in corporate governance, having served on the
supervisory boards of companies such as Elan, Slovenske železnice, Telekom Slovenije, and Petrol.
MELITA MALGAJ She has over 30 years of experience in corporate governance, the sale of equity
investments, corporate restructuring, reorganisations and project management. She has a strong
track record in supervisory roles, having served on supervisory boards since 1997. Her previous
appointments include membership of the Management Board of PDP d.d., and the Supervisory Boards
of Banka Celje d.d. and Abanka d.d., where she also served on the Audit Committee and chaired the
Nomination Committee. She is employed at Slovenian Sovereign Holding (SDH), where she holds the
position of Director of the Economic Sector. She is also currently a member of the Supervisory Board
at Slovenske železnice (Slovenian Railways).
JOŽE KOŠTOMAJ - He has more than 25 years of experience in various areas of work at Cinkarna
Celje, d. d., most of which was at BU Metalurgija, where he also held the position of Deputy Director.
He is currently Head of the Central Warehouse.
ALEŠ STEVANOVIČ – He has worked at Cinkarna Celje, d. d. for 38 years in the Quality Department.
He has also been actively engaged in employee representation for several decades, serving as a
trade union representative, a member of the Works Council and is currently in his second term as
the employee representative on the Supervisory Board.
BOŠTJAN FURLAN He is a member of the Management Board at Hella/Forvia and Managing Director
of Hella Saturnus Slovenia. He is a recognised expert in corporate restructuring and the
transformation of development and production processes, with extensive experience in the
automotive industry.
DUBRAVKA DEROSSI URŠIČ – She is the Executive Director of the Sales and Operational Marketing
Division at Modra zavarovalnica d.d. She brings strong expertise in finance, accounting and
investment policy.
MARIO GOBBO He has over 30 years of experience across financial institutions, the pharmaceutical
and biotechnology sectors, telecommunications and the oil, gas and energy industries. He was a
long-serving Managing Director at Natexis Bleichroder and previously worked as a partner in Asian
healthcare funds. His career also includes roles as Head of Science at the International Finance
Corporation and positions at the World Bank Group, Lazard Brothers in London, Continental Illinois
National Bank, Swiss Bank Corporation International Ltd and other leading financial institutions.
MITJA SVOLJŠAK He has over 20 years of experience in managing complex tasks and
responsibilities across various financial institutions, the Capital Assets Management Agency of the
Republic of Slovenia and Slovenian Sovereign Holding (SDH d.d.). He began his career as a
stockbroker and investment fund manager, later serving as Executive Director at the Capital Assets
Management Agency. Since 2012, he has held senior roles at SDH, including Head of Controlling and
Risk Management, Director of the Financial Management Department and Director of the Controlling,
Analysis and Reporting Department. He currently contributes to the development of corporate
governance and performance reporting as the Expert Director of the Financial Corporate Governance
Department.
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DAVID KASTELIC He has several decades of experience in senior management positions in the
business sector. He began his career at Philip Morris and, in 1998, joined Zavarovalnica Maribor,
where he served as CEO from 2013. He has also held the position of Vice-Chairman of the Board of
Directors at both Maribor Football Club and HNK Rijeka, and served as the Honorary Consul of the
Federative Republic of Brazil in Maribor. Since 2022, he has been the Chairman of the Management
Board at GRAWE zavarovalnica d.d.
LUKA GABERŠČIK A lawyer with several decades of professional legal experience, Mr Gaberščik
specialises in corporate governance, financial law, international trade, labour law and environmental
law. He began practising independently in 2008 and, two years later, founded the BGK Law Firm. He
has also served as a member of several supervisory boards.
GREGOR KOROŠEC has many years of experience in the field of external and internal audit. Initially,
he was employed by the audit firm PricewaterhouseCoopers as an external auditor, and then for
several years he headed the Internal Audit Department at Merkur zavarovalnica. Later, he headed
various insurance departments in the same insurance company and developed competencies in the
field of financial supervision, risk management and organizational leadership, and then headed the
Insurance and Capital Market Sector at the Ministry of Finance. For several years, he also served as
an external independent member of the audit committee at Unior. He is currently employed by the
Internal Audit Department of the Ministry of Finance.
The Supervisory Board had a three-member Audit Committee until 23 July 2024, after which it
became a four-member committee. The Audit Committee exercises its responsibilities in accordance
with applicable legislation (ZGD-1) and the Rules of Procedure of the Audit Committee.
Table 15: Current membership at the end of the reporting period
Function
Date of appointment
Attendance at committee
meetings in relation to total
number of meetings (during
the term of office)
Melita Malgaj
Chair of the Committee
23/7/2024
2/2
Boštjan Furlan
Member and Deputy Chair of
the Committee
23/7/ 2024 (Member)
26/11/2024 (Deputy Chair)
2/2
Ales Stevanovič
Member of the Committee
23/7/2024
2/2
Gregor Korošec
External independent member
4/11/2015
4/5
David Kastelic
Chair of the Committee
19/6/2024
3/3
Jože Koštomaj
Member of the Commission
23/7/2024
3/3
From 23 July 2024 onwards, the Supervisory Board no longer has a separately established HR
Committee. Instead, the duties of the Personnel Committee are carried out by the Supervisory
Board as a whole.
All members of the Management Board are from Slovenia. The Technical Director and the Labour
Director come from the local area where the company is headquartered, representing two-thirds of
the Management Board's composition.
Women representation:
1/3 of the Management Board
Supervisory Board: no women were represented on the Supervisory Board until 19 June
2024. From 20 June 2024 onwards, women representation was 1/6 and from 24 December
2024 onwards, it has been 1/3.
Employee representation:
1/3 of the Management Board,
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1/3 of the Supervisory Board
On the Audit Committee, 1/4
Percentage of independent members:
1/7 of the total number of Supervisory Board members
Based on the number of Audit Committee members, 1/4
The Company did not record any other categories of diversity among the members of the
Management Board and the Supervisory Board during the reporting period regarding the composition
of these bodies.
The composition of the Management Board, as well as that of the Supervisory Board and its
committees, is aimed at achieving diversity in terms of professional background, gender and age.
The responsibilities of individual bodies and persons regarding impacts, risks and opportunities are
defined within the company's scope of authority and are specified in related internal policies and
codes. The roles and responsibilities of Cinkarna Celje's Management Board and Supervisory Board
are defined in accordance with established principles of corporate governance, ensuring effective
management of the company's operations, including the control of risks, opportunities and impacts.
A formal definition of the roles and responsibilities of these bodies, specifically for sustainability
matters, has not yet been established. However, sustainability issues are addressed in accordance
with existing principles of corporate governance and are included in regular supervisory and
management processes.
The Management Board has the key responsibility for direct oversight of identified significant impacts,
risks and opportunities. During its term of office, the Management Board ensures appropriate
mechanisms for managing these risks and monitoring their potential effects on the company’s
operations.
The Management Board regularly assesses risks and identifies opportunities, considering the
sustainability, operational and financial aspects of the business. The Management Board reports on
all relevant findings, actions taken and any potential impacts to the Supervisory Board through
regular quarterly reporting on the company's performance. In this way, an effective oversight
framework is established, enabling transparent management of risks and monitoring of sustainability
impacts in line with internal policies and stakeholder expectations.
The Supervisory Board’s responsibility is to oversee, based on the Management Board's reports, the
effectiveness of risk management and assess whether the measures taken by the Management Board
are appropriate and aligned with the company’s strategic goals. Progress regarding significant
impacts, risks and opportunities is monitored through periodic reporting at Supervisory Board and
Audit Committee meetings.
The company has established a group of internal experts responsible for identifying, in collaboration
with the owners (directors and heads of organisational units), analysing and evaluating impacts, risks
and opportunities. This group reports quarterly at the extended meetings of the Management Board.
The senior management (Management Board) is responsible for confirming significant impacts, risks
and opportunities (DMA) and their management:
setting the strategy and objectives for managing impacts, risks and opportunities,
overseeing the impact, risk and opportunity management process and proposing changes to
improve process performance and efficiency,
assigning authorities and responsibilities at appropriate organisational levels,
providing the necessary resources for process operation and implementation of measures,
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proposing and if necessary leading measures to manage significant impacts, high corporate
risks and significant opportunities,
informing the Supervisory Board of significant impacts, risks and opportunities. The
Supervisory Board and its audit committee oversee the performance and effectiveness of the
comprehensive impact, risk and opportunity management system and the integrity of
information on significant impacts, risks and opportunities provided and confirmed by the
company.
The Management Board is responsible for the operational implementation of the company’s strategies
and the management of risks related to its operations. Its responsibilities include:
developing and implementing strategies for managing impacts, risks, and opportunities,
including goals for reducing negative impacts on the environment and society,
monitoring compliance with legal and regulatory requirements and aligning internal policies
with ESRS standards,
ensuring the effective implementation of business ethics and human rights protection policies
across the value chain,
leading the reporting process on sustainability and communicating key findings and results
to stakeholders.
The Supervisory Board plays a key role in ensuring independent oversight of the Management Board’s
activities, confirming strategies, overseeing their implementation and making strategic decisions
related to the company’s operations, risk management and ensuring the company’s sustainable
development.
The Management Board ensures that the annual sustainability statement is prepared in line with
CSRD requirements, including ESRS standards and the Regulation on the establishment of a
framework to facilitate sustainable investments (EU taxonomy). The statement details key
sustainability issues addressed during the reporting period, enabling accurate and transparent
reporting of the company's sustainability performance.
Oversight of sustainability impact, risk and opportunity management is conducted through the
Supervisory Board and Audit Committee. The Audit Committee oversees financial and sustainability
reporting and monitors the effectiveness of internal controls and risk management systems, reporting
this to the Supervisory Board. The Supervisory Board, in its supervisory capacity, confirms the
company’s sustainability strategy, DMA and the overall sustainability statement as part of the
approval of the comprehensive annual report.
To address the introduction of sustainability reporting, the Management Board and Supervisory Board
of Cinkarna Celje, d. d., will further develop their competencies through internal training and, where
necessary, by engaging external experts. During the reporting period, individual members of the
Management Board and Supervisory Board were responsible for assessing their existing
competencies and identifying potential knowledge gaps. Collectively, the Management Board
undertook 89 hours of training covering various environmental, social and governance (ESG) topics.
Members of the Supervisory Board participated in a workshop on the company’s sustainability
strategy, held on 23 October 2024.
The company acknowledges that the skills and knowledge of the Management Board and Supervisory
Board play a crucial role in identifying significant impacts, risks and opportunities that sustainability
reporting brings both for the company and for wider stakeholders. The diversity of skills and
experience of the members of both bodies enables a more comprehensive approach to strategic
decision-making, fosters innovation in adapting to new regulatory requirements and opens up
opportunities for long-term sustainable growth and the company’s competitive advantage.
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In the future, the company plans a comprehensive development of additional competencies for the
members of the Management Board and Supervisory Board in the area of sustainability management,
which will further strengthen their ability to shape effective strategies aligned with the company’s
environmental, social and governance goals.
[GOV-2] Information provided to the administrative, management and supervisory bodies
of the company and sustainability matters considered by those bodies
The Management Board and the Supervisory Board of Cinkarna Celje, d. d., take into account the
impacts, opportunities and risks related to the sustainability aspects of the business when overseeing
the company’s strategy and making decisions on significant transactions and risk management
policies. During the reporting period, the Management Board regularly informed the Supervisory
Board of all relevant sustainability matters and identified impacts, risks and opportunities during
regular Supervisory Board meetings as part of the company’s business and risk management
reporting. The Management Board assessed significant IROs in accordance with the preparation of
the DMA.
Special emphasis was placed on the development of the company's sustainability strategy. An
extraordinary meeting of the Supervisory Board was convened during the reporting period exclusively
to discuss this topic. During the meeting, the Management Board presented a draft sustainability
strategy, highlighted key impacts, opportunities and risks arising from the strategic directions, and
provided explanations regarding potential compromises between sustainability goals and other
business priorities. The members of the Supervisory Board actively participated in the discussion
with comments and questions, enabling a comprehensive debate on all relevant aspects.
Based on the discussion and suggestions provided, the Management Board prepared the final version
of the sustainability strategy, which was approved by the Supervisory Board at its next ordinary
meeting on 26 November 2024.
In assessing impacts, risks and opportunities and in making strategic and key business decisions,
the Management Board and the Supervisory Board will also consider potential trade-offs between
achieving sustainability objectives, financial performance and the long-term viability of the business
model.
The company is currently establishing a more structured approach to addressing sustainability
matters, including the development of appropriate internal controls, processes and defined
responsibilities related to the management of identified impacts, risks and opportunities (IROs).
As part of these efforts, the Management Board plans to report regularly on sustainability topics,
which will also form part of the annual update of disclosures under the Double Materiality Assessment
(DMA) approach, in line with regulatory requirements.
[GOV-3] Integration of sustainability-related performance into incentive schemes
The remuneration system for members of the Management Board is partly linked to the achievement
of sustainability objectives, which are incorporated into the variable component of remuneration.
One of the key elements in determining this component is employee satisfaction, which accounts for
10% of the total variable remuneration within the overall remuneration structure.
In addition, the variable part of the Management Board’s remuneration also depends on the
successful implementation of five strategic projects, which are pre-approved by the Supervisory
Board as part of the annual plan. Each project has a clearly defined objective, the achievement of
which serves as the benchmark for performance assessment. It is essential that at least one of these
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projects is directly related to sustainability themes. The overall impact of this element on the variable
component of the Management Board’s remuneration amounts to 20% of the total. Details of
Management Board remuneration are provided in section X, Related party transactions Details of
groups of persons, in the financial section of the report.
The company's Supervisory Board plans to upgrade the Management Board's remuneration policy,
which will be more closely aligned with the achievement of sustainability goals and the bonuses and
incentives for management. This policy will enable the company to establish a transparent, ethical
and sustainability-oriented remuneration framework. In accordance with legislation, the General
Meeting will approve the remuneration policy whenever changes are made. At the time of reporting,
the company had not received approval for the Management Board's remuneration policy from the
General Meeting, although it had been submitted for approval.
The development of the new remuneration policy will be carried out in line with shareholder
expectations, with the Supervisory Board considering their initiatives and recommendations to
standardise and increase remuneration transparency. The aim of the new policy is to align rewards
with the company’s sustainability-driven strategy, which includes responsibility towards
environmental, social and governance goals. By establishing a clear link between remuneration and
sustainability objectives, the company seeks to ensure long-term value for all stakeholders and
create an environment that motivates managers to achieve sustainable results.
At the time of reporting, remuneration linked to sustainability goals had been defined at the level of
the Management Board members.
[GOV-4] Due diligence statement
The purpose of the due diligence process is to identify and address actual and potential impacts,
risks and opportunities in the areas of the environment and human rights. The company established
the process with an internal transcript and conducted an assessment in 2024, incorporating the
findings into the double materiality assessment. The table below provides links to sections within our
sustainability statement where we provide information about our due diligence process. These tags,
along with their corresponding topics, are referenced throughout the report in their respective
chapters.
Table 16: Main references to key elements of due diligence
Key elements of due diligence
Tags in sustainability statement
Integrating due diligence into the governance, strategy and
business model
ESRS 2 GOV-1, ESRS 2 GOV-2, ESRS 2 GOV-3, ESRS
SBM-3
Engaging with affected stakeholders at all key stages of due
diligence
ESRS 2 SBM-2, ESRS 2 IRO-1, S1-2, S3-2
Identification and assessment of adverse impacts
ESRS IRO-1, E1 IRO-1, E2 IRO-1, E3 IRO-1, E1, E2, E3,
E5, IRO-1, S1 SBM-3, S3 SBM-3
Monitoring measures to address these adverse impacts
E1-3, E2-2, E3-2, E5-2, S1-4, S3-4
Monitoring and communicating the effectiveness of these
efforts
E1-5, E1-6, E2-4, E2-5, E3-3, E3-4, E5-3, E5-4, E5-5, S1-4,
S1-9, S1-13, S1-14, S1-15, S1-16, S1-17, S3-4
[GOV-5] Risk management and internal controls for sustainability reporting
The sustainability reporting risk management process systematically involves a broad range of
employees across various levels and business functions, who contribute to the preparation of
sustainability information. Risks are addressed and confirmed by the impact, risk and opportunity
management committees, and mitigation measures are reviewed and monitored quarterly at senior
management meetings. The Internal Audit, as per its plan, audits the risk management process
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implementation, assessing its performance and effectiveness. This ensures a dynamic and responsive
risk management process, capable of adapting to sustainability-related challenges and opportunities.
The Management Board formulates and oversees the sustainability statement. A sustainability team,
comprising individuals responsible for specific sustainability areas, has been appointed to establish
the reporting process. The control environment, encompassing organisational structure, defined roles
and reporting responsibilities, emphasises legal compliance and continuous training. Existing data
collection procedures and controls are used for information included in regular reports. The
company’s Internal Audit Department also addresses sustainability reporting risks. External statutory
audits provide additional oversight. A unified methodology, detailed in the internal Rules on impact,
risk and opportunity management, governs all risk management activities. This methodology takes
into account the standards SIST EN ISO 9000, SIST EN ISO 14001, SIST EN ISO 45001 and SIST
EN ISO 31000. Risks are evaluated based on their current and potential financial impacts, mitigation
effectiveness and the success of measures during the evaluation period. Risk classification employs
uniform criteria, categorising risks as low, medium or high. So far, the main risks identified have
concerned the integrity, accuracy and availability of data, with availability primarily relating to data
within the value chain. These risks are mainly recognised and managed by those responsible for
preparing the required disclosures. The sustainability team regularly reviews risks associated with
the timely preparation of relevant disclosures. In response to identified shortcomings in IT support,
the team initiated the development of an application-based solution for collecting quantitative data
included in the sustainability statement. As part of its review of environmental matters, the internal
audit highlighted risks arising from the absence of clear procedures for data preparation and the
overall lack of robust IT support.
A comprehensive assessment of risks and the adequacy of internal controls related to sustainability
reporting has not yet been conducted, as this represents the company’s first report in the field. The
findings of the external auditor, following the initial review of compliance with ESRS requirements,
will be considered alongside the company’s own observations as key inputs for the future risk
assessment process. The integration of these findings into internal functions and procedures will form
an integral part of a comprehensive risk management system, which also encompasses sustainability
and its reporting. In this way, the integrated risk management system will support the continuous
improvement of internal controls in sustainability reporting.
The sustainability team provides quarterly updates to the Management Board on the reporting
process and related risks. The Management Board, in turn, informs the Supervisory Board and the
Audit Committee through its regular reporting. Both bodies are also kept informed about the
reporting process through engagement with the external auditor and reports from the Internal Audit
Department.
5.1.3 [SBM] Strategy
[SBM-1] Strategy, business model and value chain
Cinkarna Celje, d. d., is committed to becoming a leading, sustainable chemical industry company,
dedicated to reducing environmental impacts, responsibly managing resources and enhancing social
responsibility and transparency by 2030. We will contribute to a low-carbon future by lowering
greenhouse gas emissions and improving energy efficiency and we will support the circular economy
and responsible waste management by expanding our product portfolio.
Increased production volumes will drive business growth, enabling the development of opportunity
portfolios that reduce waste and pollution, despite the expansion.
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Our commitment is that, as we grow, we will:
reduce our carbon footprint through greater use of renewable energy sources and improved
energy efficiency,
increase water recycling and reduce dependency on natural resources,
continuously reduce emissions into the air and water and manage waste responsibly,
promote innovation in green technologies and develop products that support the
sustainable use of resources,
ensure a safe, inclusive and supportive working environment where employees are
motivated to achieve the best results,
provide social security for our employees,
establish a consultative channel (Sosvet) with affected communities, using the information
gathered to enable co-decision-making in defining and implementing measures and report
on them transparently,
support sports, cultural and other social activities in affected communities, participate in
safety-enhancing initiatives and contribute to infrastructure improvements,
further develop our corporate governance and culture, including the introduction of a lean
production system,
educate and raise awareness among employees so that everyone actively contributes to
the implementation of this strategy.
In particular, we will contribute to the following UN Global Sustainable Development Goals:
Goal 8: Decent work and economic growth
As a producer of titanium dioxide, Cinkarna Celje, d. d., contributes to economic growth by creating
quality jobs and ensuring stability in the chemical industry through a wide range of other products,
including sulphuric acid, white gypsum, powder coatings, masterbatches, copper-based plant
protection products, growth substrates and the production of liquid transfer systems - polymers. Our
presence in the European Union, Balkans and Middle East markets enables sustainable growth, while
we work with key industrial partners and suppliers to improve employment and safety standards.
Goal 12: Responsible consumption and production
Sustainable approaches in titanium dioxide production reduce our environmental footprint through
process optimisation and the circular economy. Our main sales sectors are printing inks, coatings
and plastics, where we strive to develop innovative and more environmentally friendly solutions. Our
key stakeholders are titanium dioxide pigment customers, regulatory bodies and suppliers, with
whom we work to ensure a responsible supply chain.
Goal 13: Climate action
We contribute to global climate goals by implementing strategies to reduce the carbon footprint of
production processes, including measures to reduce CO₂ emissions across the value chain (Scope 1,
2, and 3). These measures are primarily implemented in EU countries, where strict environmental
regulations apply. We collaborate with industry partners, research institutions and suppliers to
improve emissions data and implement low-carbon technologies.
Significant product groups are disclosed in the Activities and product groups section, with the
breakdown of revenues presented in the Sales analysis section. Significant markets and employee
numbers are provided in the Market presence section and employee data is detailed further in the
Own workforce section.
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Due to the nature of its production processes, direct alignment with the 1.5 °C global warming
limitation scenario is currently not feasible for Cinkarna Celje, d. d. The production of key chemicals
such as titanium dioxide involves energy-intensive procedures. Technologies that would enable
fundamental changes to these processes are either not yet widely available or remain in the
development stage.
At the national level, the existing infrastructure is not yet sufficiently developed to support the
transition to low-carbon processes at the scale required to meet the 1.5 °C target.
Achieving such a goal would also necessitate substantial changes in the availability of renewable
energy sources, in supply chains and in supporting technologies that form part of the broader industry
and lie beyond the company’s direct control.
Cinkarna Celje, d. d., is therefore focusing on the gradual reduction of the carbon intensity of its
processes and the integration of sustainable technologies wherever feasible. Through these efforts,
the company contributes to emission reductions and supports the long-term transition to a low-
carbon economy.
Various sales sub-programmes can be consolidated into sales groups that bring together products
with similar end uses. In recent years, we have discontinued certain production and sales
programmes that did not meet profitability or performance criteria.
Our major product and sales programmes are:
titanium dioxide (TiO₂) production,
production of sulphuric acid,
production of products for agriculture, including plant protection products and growth
substrates,
production of masterbatches and powder coatings,
a group of fluorinated polymers and elastomers whose properties make them suitable for
transporting aggressive media and protecting process and hardware equipment,
semi-finished products from titanium dioxide pigment production: titanyl sulphate,
metatitanic acid, and sodium titanate,
by-products from titanium dioxide pigment production: white gypsum CEGIPS and red
gypsum RCGIPS (47% : 53% on a dry matter basis of these by-products).
The flagship production and sales group is titanium dioxide pigment, which combines the sale of
various pigment types. This group also includes ultra-fine forms of titanium dioxide, which are high-
value-added products. Depending on their crystal structure, these can function as photocatalysts or
UV absorbers. They are incorporated into highly technologically demanding products (self-cleaning
systems, UV-stabilised materials, etc.). The production and marketing of titanium dioxide pigment
account for 83 percent of our total sales.
The plant protection product sales group falls under activity 20.2, Manufacture of pesticides and
other agrochemical products, according to Annex I of Regulation (EC) No. 1893/2006. Compared to
the flagship production and sales group, this represents a very small market share of the company's
total sales (5.56% of total sales revenue in 2024). The main products in this group are copper
fungicides of various formulations and using different active substances (copper hydroxide, copper
oxychloride, tribasic copper sulphate). In the field of plant protection products, we pursue a strategy
with an emphasis on product quality and their environmentally safe use.
The powder coatings and masterbatches group represents a vertical upgrade of the basic production
of titanium dioxide pigment and is becoming an increasingly important sales group for the company.
Powder coatings are sold primarily for anti-corrosion and decorative purposes in the production of
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white goods, radiators and other metal products. Masterbatches are designed to be mixed into
plastics to improve their performance properties.
Other areas include the production of PTFE (polytetrafluoroethylene) products, half of which are for
internal consumption and maintenance, and the other half for marketing, primarily in the
phytopharmaceutical and chemical industries. Sulphuric acid production is mainly for internal use,
with any surplus sold on the market. CEGIPS, so-called white gypsum, is sold to the cement industry
and for the production of gypsum plasterboard, as well as for use in agriculture. The by-product
RCGIPS is entirely used for dry filling at the Za Travnik landfill. Depending on its properties, it can
also be used for backfilling in low-rise construction, the construction of low embankments, and the
production of covering layers.
At the beginning of 2024, we removed zinc processing from our portfolio, which included zinc alloys,
anodes and zinc wire.
We operate primarily in the European market, where we generate the majority of our revenue. We
also have a smaller presence in compensation markets, mainly in the US dollar currency area.
Geographically, we identify the most important markets as EU member states (excluding Slovenia),
followed by the domestic market (Slovenia) and third countries.
The countries where we have the largest presence, with a sales share of more than 1%, are: Germany
(28%), Italy (15%), France (12%), Poland (7%), Slovenia (7%), Turkey (5%), Netherlands (4%),
Austria (4%), Denmark (3%), Croatia (3%), Greece (3%), USA (2%), Sweden (2%), Czech Republic
(2%), Romania (1%), Serbia (1%).
In terms of market sales value share, the majority is represented by sales to the EU market
(excluding Slovenia).
All production units, along with support services, are located in Slovenia, where we employed 718
people at the end of the year.
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Table 17: Key elements of a sustainable strategy
Our vision: to become an efficient, sustainable company in the chemical industry
[E] Reducing our carbon
footprint and pollution
[S] Empowering the local
environment and employees
[G] Integrity through responsible
business
Our sustainability goals
E1 CLIMATE CHANGE
Reduce carbon footprint by 10%
by 2030.
Reduce Scope 3 COe
emissions by 15% by 2030,
mainly in the raw materials and
materials supply chain and
logistics segments, especially in
the production of titanium
dioxide pigment.
Actions and activities:
Investing in solar power and
optimising energy use to reduce
fossil fuel consumption.
S1 OWN WORKFORCE AND
HEALTH AND SAFETY AT
WORK
Implement measures to improve
occupational safety and health
and move towards the target of
zero accidents at work by 2030
(compared to the base year of
2021).
S1 OWN WORKFORCE: EQUAL
TREATMENT AND EQUAL
OPPORTUNITIES
By 2030, increase the proportion
of engaged employees to 40%
and reduce the proportion of
actively disengaged employees
G1 BUSINESS CONDUCT:
SUPPLIER RELATIONSHIP
MANAGEMENT
Encourage value chain
participants to adhere to and
comply with the Code of
Conduct for Sustainable
Business.
G1 BUSINESS CONDUCT:
Introduce a lean production
system and sustainability training
for employees, to make them
aware of the objectives of the
sustainability strategy and to
actively involve them.
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Co-generation of electricity from
steam to improve energy
efficiency.
Energy efficiency.
Analysis of logistics routes to
optimise transport distances and
select low-carbon transport
solutions.
Assistance and cooperation at
various levels with our suppliers
to reduce category 1 by 22% by
2030.
E2 POLLUTION
Reducing specific sulphate
emissions by 15% by 2030
(compared to the base year of
2021).
A 15% reduction in specific
emissions of air pollutants (SOx,
H2S and dust) by 2030
(compared to the base year of
2021).
E3 WATER RESOURCES
By 2030, implement projects to
conserve water resources and
reduce water withdrawal from a
watercourse (compared to the
base year of 2021).
E5 RESOURCE USE AND THE
CIRCULAR ECONOMY
By 2030, reduce the amount of
red gypsum produced by 14%
(compared to the base year of
2021).
to 16% (compared to the base
year of 2021).
S1 OWN WORKFORCE:
WORKING CONDITIONS
Increase activity to promote
employment opportunities close
to home by 10% by 2030.
S3 AFFECTED COMMUNITIES:
ECONOMIC, SOCIAL AND
OTHER COMMUNITY RIGHTS
By 2030, establish a consultation
channel with affected
communities, participation in
youth education programmes,
support for sports, cultural and
other activities, investment in
infrastructure, ensuring a higher
level of security and participation
in charitable projects.
Programme
Our contribution to UN goals
We will work closely with our suppliers and partners to ensure that they share our commitment to
high ethical and sustainability principles, thereby ensuring a sustainable value chain focused on
reducing our environmental footprint and operating in a socially responsible way.
The European market is crucial for Cinkarna Celje, d. d., as it represents the largest share of our
revenues and has the most stringent sustainability requirements. In response to the demands of the
EU Green Deal, REACH and other environmental standards, we are adapting our strategy to remain
competitive and meet the expectations of both customers and regulators.
Currently, our most important product is titanium dioxide, which serves as a fundamental raw
material in numerous industries. The segment of paint and coating manufacturers is particularly
prominent, representing our largest market and the one where sustainability demands are most
pronounced.
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The company is exploring options for optimising production processes, improving energy efficiency
and increasing raw material yields in titanium dioxide production. More information can be found in
point [SBM-1] Strategy, business model and value chain.
Our operations are based on compliance with the best available techniques, sustainable investments
and the optimisation of production processes to minimise environmental impact and ensure safe and
healthy working conditions for employees. We are focused on continuous quality improvement,
innovation and efficient resource management, which enables us to compete in global markets.
In the upstream part of the value chain, we work closely with key suppliers of raw materials and
products for TiO2 (titanium-bearing ore, sulphur), for paints and coatings (epoxy resins, pigments),
for agro products (copper) and for process equipment (PTFE, metals). These raw materials are
delivered via rail, sea or road transport.
In the upstream part of the value chain, we identify:
suppliers/distributors of direct and indirect materials/services,
storage and transport to Cinkarna Celje, d. d.
We utilise road, rail and intermodal transport to deliver to customers in the paints, plastics, paper
and other sectors, including construction, agriculture, and metalworking.
In the downstream part of the value chain, we identify the following processes:
storage,
distribution and transport to customers,
customers/distributors.
The primary data sources for analysing the business model and value chains include company
websites, internal databases, global publications for specific sectors and product categories, trade
fair and conference visits, various associations and organisations, supplier and customer annual
reports, direct stakeholder communication and financial data. Additionally, we utilise various
analytical tools, such as ChatGPT, to obtain information from publicly available sources and
publications and analyses related to our work areas.
We first defined the value chains and the methodology for identifying key stakeholders, including
both suppliers and customers. Next, we established communication channels that enabled the
effective collection and consolidation of data on our partners. We analysed stakeholder transactions
based on accounting data and gathered and reviewed information on stakeholders, with a focus on
key sustainability attributes. Following the data analysis, we defined the scope of the value chain,
conducted due diligence and identified common sustainability themes, commitments and measures
that will guide our future engagement with stakeholders.
In 2024, we carried out due diligence by reviewing the annual reports of suppliers and customers,
establishing direct communication with stakeholders and analysing information obtained from
company websites and other sources. As part of this process, we are preparing a questionnaire to
gather additional information on stakeholders’ sustainability practices.
In 2025, we plan to conduct a survey and carry out at least three due diligence assessments of
suppliers.
We support customers in key segments such as paints, coatings and chemicals by offering enhanced
product efficiency and sustainable alternatives, helping them achieve their own sustainability goals.
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For investors, our transparent reporting and focus on sustainability-related risks provide greater
business predictability. Investments in sustainable technologiessuch as the production of low-
temperature coatings, the use of recycled materials and biopolymers, and energy optimisation
strengthen the long-term resilience of our business model to regulatory and market changes.
For other stakeholders, including employees, local communities and suppliers, we foster a safe and
inclusive working and local environment. Reducing our environmental footprint has a positive impact
on surrounding communities, while long-term partnerships with suppliers help ensure a stable supply
chain.
The company recognises several value chains, namely:
• TiO₂ value chain,
• Masterbatch value chain,
• Powder coating value chain,
• Agro value chain, and
• Polymer value chain.
According to the established criteria, the TiO₂ value chain is identified as the most important, both
in the upstream segment (raw materials and products for TiO₂) and downstream segment (paints,
varnishes and coatings; plastics; paper). Below, we present the key characteristics of the upstream
and downstream segments of all identified value chains, as well as the matrix relationship between
upstream and downstream value chains and product-sales programmes.
Table 18: Relationship between upstream and downstream value chains including the production and sales programme
Upstream (work
items)
Value chain
Downstream
(activity)
Production and sales programme
Raw materials and
products for TiO
2
TiO
2
value chain
Paints, varnishes
and coatings
Plastics
Paper
Other
(construction)
Titanium dioxide (TiO
2
) production
Production of sulphuric acid
Semi-finished products of titanium dioxide
pigment production: titanyl sulphate, metatitanic
acid and sodium titanate,
By-products of titanium dioxide pigment
production: white gypsum - CEGIPS and red
gypsum - RCGIPS
Raw materials and
products for paints
Masterbatch value chain
Powder coating value
chain
Plastics
Other
(metalworking,
wood)
Production of masterbatches and powder
varnishes
Raw materials and
products for Agro
Agro value chain
Other (agro)
Production of products for agriculture, including
plant protection products and growth substrates
Raw materials and
products for
process equipment
Polymer value chain
Other (process
equipment)
Group of fluorinated polymers and elastomers
whose properties make them useful for
transporting aggressive media and protecting
process and hardware equipment
Description of the TiO₂ value chain
Connection of the TiO₂ value chain with other products/value chains
TiO₂ pigment, an inorganic chemical valued for its optical properties, is essential in the paints,
coatings, plastics and paper industries. Our production process involves the complex splitting of
titanium-bearing ore using sulphuric acid, followed by filtration, calcination, and surface treatment
for specific industrial applications. A by-product is sold under the CEGIPS brand, and we integrate a
portion of the produced pigment into masterbatches and powder coatings at our BU Kemija Mozirje
plant.
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Figure 1: A more detailed view of the TiO
2
production process and value chain
Description of the upstream segment of the TiO₂ value chain
Key raw materials, particularly titanium-bearing ores, are sourced from a limited number of suppliers,
increasing dependency and supply risk. Energy-rich raw materials such as lime and stone meal are
procured locally due to high transport costs. Replacing natural gas with an alternative energy source
would entail significant costs related to production technology adaptation. Given the high daily
consumption and limited storage capacity, a constant and flexible supply is essential. Any supply
disruption could seriously impact production, including potential temporary shutdowns.
Description of the downstream segment of the TiO₂ value chain
TiO₂ customers, primarily industrial companies in the coatings, plastics, inks and paper sectors,
prioritise product compatibility, consistent quality and adaptable characteristics to align with their
formulations, production and regulatory frameworks. Reliable supply is crucial, with customers willing
to pay a premium for guaranteed availability, particularly in volatile markets. The increasing focus
on sustainability necessitates supplier adherence to environmental standards, compelling process
adjustments. Global TiO₂ demand is approximately 7 million tonnes per year.
Description of the masterbatch value chain
Description of the upstream part of the masterbatch value chain
The availability of suppliers is high for polymers, but limited for pigments, monobatches and
additives. Input materials represent a significant portion of the final product costup to two-thirds
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for white products, and even more for colour variants. TiO₂ pigment is one of the input raw materials
supplied from Celje to Mozirje. While the substitution of polymers is relatively straightforward,
replacing white pigments is conditional, and the substitution of pigments and monobatches is more
complex. The market for polymers and fillers is highly competitive, with Asian producers facing
constraints due to regulatory requirements, as well as the need for specific versions and shades.
Description of the downstream part of the masterbatch value chain
Customers are attracted by flexibility and adaptability to their specific requirements, particularly in
terms of quality, regulatory compliance and consistency. Standard products, such as white
masterbatches, are more sensitive to price than special products. In the case of white and colour
masterbatches, customers have greater influence over business decisions, as switching suppliers
involves additional testing costs.
Description of the powder coating value chain
Description of the upstream part of the powder coating value chain
Supplying small quantities of specific raw materials such as pigments and additives is challenging,
often involving long lead times and lower price competitiveness. Larger orders require storage and
carry the risk of price fluctuations by the time the materials are used. TiO₂ pigment is one of the
input raw materials supplied from Celje to Mozirje.
Description of the downstream powder coating value chain
Customers heavily influence business due to high competition among suppliers. Brand recognition
and strong customer relationships are crucial for maintaining profitable sales, as manufacturers offer
quality products at acceptable prices. Smaller customers are less price-sensitive, while larger
customers often seek lower prices and are willing to switch suppliers if they can achieve higher added
value. Close relationships between customers and suppliers are well-established, but customers
remain willing to switch suppliers for more favourable terms. Products are comparable among
suppliers and customers are aware of alternatives, which are usually less competitive due to poorer
functionality.
Description of the agro value chain
Description of the upstream part of the agro value chain
The main raw material is scrap copper and other copper products, such as copper ash. A steady
offtake and adequate hedging are essential for managing price volatility, despite the availability of
sufficient suppliers and volumes on the market.
Description of the downstream part of the agro value chain
Customers are price-conscious, as copper is a commodity with a constantly fluctuating market price,
which influences their perception of the value of products. To maintain loyalty, customers are offered
various incentives, such as shorter delivery times, discounts, introductory offers, quality
adjustments, extended payment terms and sample products. Although customers are aware of
alternatives, these are often of lower quality. Copper fungicides have a strong brand in the EU, as
Asian producers face quality issues. Despite the uniqueness of the products and the strong brand,
customers are generally loyal and not inclined to switch suppliers.
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[SBM-2] Interests and views of stakeholders
In the context of responsible impact, risk and opportunity management, it is crucial to identify
significant topics and interests of all key stakeholder groups. Significant are those topics that directly
or indirectly affect the company's ability to create, maintain or reduce environmental, social and
economic value for itself, its stakeholders and society at large. We reviewed our existing stakeholder
list, initially developed for GRI non-financial reporting in the 2022 and 2023 Annual Reports, during
dedicated workshops.
Our key stakeholders include owners and supervisors, employees, suppliers, customers, the local
community and other interested parties, such as sustainability report users and affected
stakeholders.
We engage with these stakeholders through various communication tools to ensure business
transparency, identify impacts, risks and opportunities, and facilitate stakeholder participation in our
local and global operations. The following table details our key stakeholders and the methods and
purposes of their engagement. Information is disseminated through these channels according to
established procedures and schedules, typically annually, quarterly, or monthly, or as needed.
Table 19: Key stakeholders and their relationship to the strategy and/or business model
Topics covered
Method of engagement
Purpose and outcome of
stakeholder engagement
EMPLOYEES
Ensuring a safe working
environment
Caring for the well-being of
employees
Respect for labour and human
rights
Cooperation with employee
representatives
Training and skills
development
Fair and equitable
remuneration
Annual job satisfaction and
engagement surveys
Developing performance and
competences
Management communication
Cinkarna Celje intranet
Daily meetings with managers,
including the Minute for Safety
communication
Whistleblowing platforms
(whistleblowers and
disclosures)
CC UM system for submitting
useful proposals
Improved safety and well-being of
employees
Increased employee engagement
and satisfaction
Optimising competences and
workforce planning
Making the company more
attractive to new talent
Improving two-way internal
communication between staff and
management
CUSTOMERS
Terms of sale
New product development
Reliability and product quality
Sustainability commitments
and customer requirements
Product compliance
Regular interviews with
customers
Personal meetings and
customer visits
Customer satisfaction analysis
Distributors' Day
Customer due diligence and
audits
Sustainable customer codes
Improving the technical and
sustainability parameters of
products through the improvement
process
Meeting customer expectations
and requirements
Building long-term relationships,
taking sustainability into account
Keeping up to date with product
innovations
Credible information about our
products
REGULATORS
Commission for the
Prevention of Corruption,
Securities Market Agency,
Audit Oversight Agency,
FURS, EU, national and
local authorities setting or
enforcing regulatory
requirements
Whistleblower protection
Political participation, lobbying
activity and lobbying
Corruption and bribery
Tax law and regulations
Regulatory compliance
including compliance with
environmental permits
Periodic reporting to the
regulator on various legal
requirements related to the
current state and events
subject to reporting
Requirements for interpreting
the regulator’s requirements
and implementing legislation,
including interpretation of
regulations
Transparency of operations in line
with legal requirements and
stakeholder expectations
Implementing legal and regulatory
commitments at national or
supranational level
Regulatory compliance
FINANCIAL
INSTITUTIONS AND
INVESTORS
Financial and operational
performance
Business strategy and annual
business plans
Sustainability topics
Periodic (quarterly) reporting
and Annual Reports
Contacts and meetings with
investors and presentations at
stock exchange conferences
Verification of the accuracy of
published and publicly disclosed
information
Stakeholder confidence in publicly
disclosed information
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Governance and regulatory
compliance
Regular communication
between the investor
representative and investors
Ongoing communication with
banks and other regulatory
authorities
Completion of all types of dual
materiality assessment
surveys and questionnaires on
sustainability
Co-creating key sustainability
topics
SUPPLIERS
Overview of the purchasing,
quantity, quality, logistics,
sustainability conditions of
cooperation
Review of the performance of
contracts, orders, deliveries,
complaints
Addressing risks and
opportunities for process and
product improvement
Informing key suppliers about
the code of sustainable
business practices
Evaluating suppliers
Carrying out in-depth analyses
of relevant subject areas of
work
Regular discussions with
suppliers
Supplier due diligence
Review of available materials,
publications and supplier
reports
Long-term cooperation with
partners
Seeking opportunities and
addressing risks
Implementing sustainability
commitments and ensuring
compliance with company
standards, including human rights
and environmental requirements
LOCAL COMMUNITIES
Members of local
communities, educational
institutions, interested
members of the public
Managing environmental
impacts, including remediation
due to historical pollution
Prevention and management
of industrial risks
Participation in the education
system (competitions,
internships, excursions,
scholarships)
Establishment of
communication channels with
local communities (social
advisory council, open days,
complaint handling)
Participating in the sustainable
development of the region and
involving citizens in co-
determination
Support for local sport, cultural
and social activities
Company website and social
networks
Complaints mechanisms to
monitor and resolve public
issues
Surveys and focus groups to
gather feedback
Dialogue with local
communities through
commissions, the Social
Council and municipal
meetings
Sponsorships, open events
and cooperation with
educational and social
institutions
Improving transparency and trust
between local communities and the
company
Enhancing safety and sustainable
development in the local
environment
Establishing a long-term dialogue
to monitor environmental impacts
Better understanding of community
needs and adapting company
strategies based on feedback
Actively contributing to the
development of the local
community through employment,
education and sponsorship
Given its chemical processing operations, which inherently involve chemical use, natural resource
consumption, waste management and environmental impact generation, Cinkarna Celje, d. d.
recognises nature as a critical, albeit silent, stakeholder. The inclusion of nature as a silent
stakeholder means that the company takes into account the impacts of its activities on the
environment and strives to reduce negative impacts and improve environmental practices. In doing
so, we consider the results of implemented monitoring of pollution and environmental conditions
(such as emissions of substances into the air, ambient air quality, emissions of substances into water
and surface water quality, noise emissions, waste management, soil and groundwater quality and
other reports that provide results on the state of the environment in the vicinity of the company)
and other scientific bases in this area (such as national and European standards for pollution
monitoring, BAT (Best Available Techniques) reference documents (BREF) for the chemical industry
under the EU IPPC Directive, ecotoxicological studies and others). We strive to reduce negative
impacts and improve environmental practices.
Employees covering individual professional areas collaborate with specific stakeholder groups as part
of their activities. Stakeholder views are addressed in the due diligence process. We are attentive to
all factors that could affect the achievement of the strategy and sustainability commitments,
compliance with policies and the business model (more details in chapter SBM-1 Strategy, business
model and value chain). The Management Board addresses the received information at a
Management Board meeting or a correspondence meeting, depending on the urgency and content of
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61
the matter. If necessary, the Management Board also informs the Supervisory Board about key
sustainability issues.
[SBM-3] Material impacts, risks and opportunities and their interaction with the strategy
and business model
In the process of developing the double materiality assessment, we identified the significant impacts,
risks and opportunities (IROs) based on the six ESRS thematic standards. The process is described
in point IRO-1.
All relevant IROs are derived from sub-topics and sub-sub topics within the ESRS. We have tailored
our disclosures to address specific topics related to the material IROs identified.
Below is a consolidated list of all material impacts, risks and opportunities (IROs) identified in the
2024 DMA. A more detailed overview of the material IROs for each topic, including the links between
our IROs on people and the environment, is provided under each individual topic standard. We have
aligned our timeframesshort, medium, and long termwith those set out in the strategy that
addresses the material IROs.
Table 20: Identified risks, opportunities, and impacts
ID
Impact
designation
Brief description
1
S1NV-2
Cooperation with the social partners
2
E2NV-12
Microplastics (Manufacture of masterbatches)
S2NV-1
Consequences of human rights violations and exploitation of child labour
3
E4NV-2
Change of land use within existing industrial areas (backfilling changes)
E4NV-7
Impact on species extinction at a global level
4
S1PV-6
Gender equality
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5
E4NV-3
Depletion of natural resources (ilmenite, limestone)
E4NV-4
Invasive plant proliferation
E5NV-2
Natural resources
(ilmenite, limestone)
S1PV-1
Providing jobs, including professionals in the local community
S1PV-3
Ensuring decent incomes for employees
S1PV-5
Right to disconnect, maternity leave, paternity leave
S1PV-9
Protecting employees in the event of workplace violence
S2PV-1
Providing jobs for suppliers
6
E4NV-6
Impact on the status of species in the Natura 2000 site
7
S1NV-3
Coordination with the social partners
S1NV-6
Consequences of violating diversity
S1NV-7
Consequences of violating data protection laws
S1PV-2
Ensuring a 40-hour workweek, % shift work, flexible working hours
S1PV-8
Managing disability in the workplace
8
E2NV-2
Pollution during transportation (spills, noise,
dust)
E4NV-10
Maintenance of barriers, green belts, alternative water use
E4NV-8
Impact on soil degradation due to gypsum filling, impact of groundwater on soil
E5PV-1
Use of copper from fishing nets
9
E2NV-11
Use of substances of very high concern (SVHC) in the company
S1NV-1
Ensuring social dialogue (agreement on pay policy with the trade union, workers' representatives on supervisory bodies, labour
director)
S1PV-4
Ensuring job security for employees
S3PV-1
Participation in the education system (competitions, internships, excursions, diplomas, master's degrees, scholarships).
S3PV-2
Channels for dialogue with affected communities established (advisory council, complaints resolution, open days)
10
G1PV-2
Whistleblower protection and mechanisms in place in accordance with the Reporting Persons Protection Act (ZZPri)
G1PV-3
Managing supplier relationships, including the company's payment practices
G1PV-4
Number of cases reported and investigated
11
E2NV-6
Discharges into rivers sulphate
E3NV-3
Discharges into rivers sulphate
S1NV-4
Care for safety and health
12
E3NV-1
Drinking water consumption
13
E4NV-5
Impact on surface water due to sulphate emissions
14
E2NV-5
Air emissions noise
S3NV-5
Impacts on the local community (air and water emissions, noise, dust, waste)
15
E2NV-9
Impact on organisms in the watercourse due to historical pollution, water withdrawal and wastewater discharge
16
E2NV-1
Air emissions - SO
2
, H
2
S, other gases
E2NV-3
Other CO
2
emissions (process sources)
E2NV-4
Air emissions solid particles (dust)
S3PV-3
Supporting local sport, cultural and other activities in the local community
17
E1NV-3
C0
2
emissions from non-renewable energy consumption GHG emissions (Scope 1 and 2)
Other CO
2
emissions (except from non-renewable sources)
E1NV-4
C0
2
emissions from non-renewable energy use - GHG emissions (Scope 1 and 2)
18
G1PV-1
Employee satisfaction rate via satisfaction survey
19
E4NV-1
Impact of the company's activities on the loss of biodiversity due to climate change (CO
2
, high temperatures, low water levels)
20
E4NV-9
Impact of land sealing
21
E2NV-8
Soil contamination due to historical pollution
E5PV-2
White gypsum (CEGIPS) as a by-product reducing waste volume
22
E2NV-7
Discharges into groundwater in areas of historical pollution
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23
S3NV-2
Impact of historical contamination on the quality of produced food
24
S3NV-4
Consequences of industrial accidents
25
S1PV-7
Employee competence development
26
S1NV-5
Ensuring employee job satisfaction
27
E2NV-10
Use of substances of concern (SoC) in the company
28
S3NV-3
Consequences of flood waves in case of dam failure
29
E1NV-2
C0
2
emissions from non-renewable energy consumption GHG emissions (Scope 1 and 2)
Other CO
2
emissions (except from non-renewable sources)
30
S3NV-1
Social impact of the company on the quality of life in the local community
31
E5NV-1
Waste (red gypsum, packaging, waste rags, oils, tyre chips and other hazardous and non-hazardous waste)
32
E1NV-1
C0
2
emissions from non-renewable energy consumption GHG emissions (Scope 1 and 2)
Other CO
2
emissions (except from non-renewable sources)
E3NV-2
Water withdrawal from the river (lowering water levels)
Based on the identified material impacts, risks and opportunities, we have adjusted our strategies
with a focus on reducing emissions, optimising energy efficiency and improving the circular economy.
The identified social impacts have influenced the strengthening of measures for workplace safety,
employee social security and collaboration with affected communities (further details can be found
in section SBM-1: Strategy, business model and value chain).
During the reporting period, the company defined its material impacts, risks and opportunities
comprehensively for the first time in accordance with the requirements of ESRS and CSRD. As this
is the initial definition, no changes have been made compared to previous reports.
Adapting the strategy and business model of the company due to the identified material impacts,
risks and opportunities requires adjustments and the allocation of resources. The company has
assessed and included the current financial effects of the material risks and opportunities on its
financial position, performance and cash flows in the 2024-2028 business strategy. Additionally, it
has disclosed material risks and opportunities where there is a potential for material adjustments to
the carrying values of assets and liabilities, as presented in the related financial statements. This is
disclosed in section 6.1.6 Notes to the financial statements, point 25: Impact of climate change on
financial statements within the financial section of the Annual Report. Furthermore, the financial
effects of material risks and opportunities on the company’s financial position, performance and cash
flows over the short, medium and long-term periods, including reasonably expected timeframes for
these effects, are disclosed in this section and in section [E1]. This includes the short, medium, and
long-term changes to financial position, financial performance and cash flows that the company
anticipates as a result of its risk and opportunity management strategy. In this context, the company
has taken into account its five-year capital expenditure plans, noting that no asset disposals,
premature asset retirement or other forms of corporate restructuring are planned. The company
intends to finance its investments and strategic implementation through its own resources.
The company’s strategy and business model in relation to its ability to address material impacts and
risks and to capitalise on material opportunities were not considered as part of the resilience analysis,
as it has not yet been conducted.
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Table 21: Table of material impacts, risks and opportunities
ESRS standard
Material impacts,
risks and
opportunities
Impact, risk or
opportunity
Timeframe
Source
Description and impact on business model and/or strategy and
response
E1 - Climate
change
CO
2
emissions from
non-renewable sources
(Scope 1 and 2)
Negative impact
Short-term
Own activity
The company's entire activity is in a sector with a high climate impact,
which requires systematic measures to reduce greenhouse gas emissions
and switch to sustainable production processes. Investing in renewable
energy sources and energy efficiency.
Other CO
2
emissions
(process sources)
Negative impact
Short-term
Own activity
Reduced production
capacity due to limited
supply of process
water during dry
periods
Risk
Short-term
Own activity
Heavy precipitation due
to climate change
(floods, landslides) that
could impact dam
integrity
Risk
Long-term
Own activity
E2 - Pollution
SO
2
, H
2
S, other gases
released into the air
Negative impact
Long-term
Own activity
The company, through its production processes, causes emissions of
substances into the air and water. It uses substances that raise concerns
and pose significant risks, which also impact health and the environment.
Mitigation: Through already implemented cleaning techniques in
compliance with BAT and the systematic measures taken, the company
prevents and reduces environmental pollution. With further investments,
it aims to reduce impacts, implement measures to mitigate them, avoid or
reduce the use of the aforementioned hazardous substances, and
minimize risks that may arise from changes.
Air emissions solid
particles (dust)
Negative impact
Long-term
Own activity
Other CO
2
emissions
(process
sources)
Negative impact
Short-term
Own activity
Discharges into rivers -
sulphate
Negative impact
Long-term
Own activity
Discharges into
groundwater in areas
of historical
contamination
Negative impact
Medium-term
Own activity
Use of substances of
concern (SoC)
Negative impact
Long-term
Own activity
Use of substances of
very high concern
(SVHC)
Negative impact
Long-term
Own activity
Risk of changes in
legislation regarding
Risk
Long-term
Own business and value
chain
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the production and use
of our products.
E3 - Water
resources
Withdrawal of water
from the river
Negative impact
Long-term
Own activity
The production processes require large quantities of water, which is
withdrawn from the watercourse.
Mitigation: Investments in providing an alternative water source and
reducing impacts and risks.
Discharges into the
river - sulphate
Negative impact
Long-term
Own activity
Negative impact on the
company's business
due to limited supply of
process water during
dry periods
Risk
Long-term
Own activity
E5 - Circular
economy
Waste: filling of red
gypsum
Negative impact
Long-term
Own activity
The titanium dioxide production process produces waste (red gypsum).
Mitigation: Measures are implemented to minimise waste generation and
reduce the risk of non-disposal.
Negative impacts on
the company's
business due to the
inability to remove red
gypsum
Risk
Long-term
Own activity
S1 - Own
workforce
Ensuring social
dialogue
Negative impact
Short-term
Own activity
The company has two representative trade unions and a Works Council,
and there is a tradition of social dialogue. In the event of a reduction or
disruption of the social dialogue, we are exposed to potential conflicts that
could lead to a halt in production or a strike.
Mitigation: Ensuring continuous, respectful, and open social dialogue.
Ensuring job security
for employees
Positive impact
Long-term
Own activity
A special emphasis is placed on social security and associated benefits,
ensuring stable employment with minimal risk of layoffs and competitive
salaries. In the event of deterioration, this could lead to the loss of key
employees.
Mitigation: Offering permanent contracts to employees, ensuring a good
working environment, and maintaining a stable salary policy.
Ensuring safety and
health at work
Negative impact
Long-term
Own activity
As a company in the chemical industry, working with hazardous
substances and complex technological processes is an inevitable part of
production, which have a negative impact on the health and safety of
employees, including potential fatalities.
Mitigation: Continuous strengthening of the OSH management system.
Ensuring employee job
satisfaction
Negative impact
Long-term
Own activity
Employee job satisfaction at Cinkarna Celje is a key factor impacting
employee motivation, productivity and the long-term sustainability of the
business model. A decline in job satisfaction could lead to increased
staff turnover, reduced productivity and diminished employee innovation.
Mitigation: Monitoring employee satisfaction, improving working
conditions, implementing training programmes, ensuring fair
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66
remuneration, fostering clear communication and supporting work-life
balance.
Undeveloped
succession policy and
inadequate employee
competencies
Risk
Long-term
Own activity
Demographic trends and an open labour market have led to an increase
in turnover in recent years, as the company has recruited a large number
of new staff, which, due to a lack of skills, can have a negative impact on
business continuity, productivity and the company's adaptability to market
and technological changes.
Mitigation: Systematic succession planning, staff education and training
and knowledge transfer.
Staff shortages,
untimely replacement
and improper work
organisation
Risk
Long-term
Own activity
Identified risks can lead to disruptions in production, reduced operational
efficiency, increased strain on existing staff, further impacting team
performance, increasing turnover and reducing the long-term
sustainability of work processes.
Mitigation: Systematic human resources planning, timely replacement
of key staff and optimisation of work processes.
S3 - Affected
communities
Negative impact on the
company’s operations
due to the inability to
remove red gypsum
(local community does
not grant approval for
planning documents)
Risk
Medium-term
Own activity
Restrictions in spatial planning may lead to additional environmental costs
and affect the long-term sustainability of the company's operations.
Mitigation: Active collaboration with local communities and authorities to
find sustainable solutions for the disposal of red gypsum. Preparation of
alternative plans for its processing or storage in compliance with
environmental regulations.
Increased costs due to
the remediation of
historical contamination
Risk
Long-term
Own activity
The costs of remediating past pollution impact the company's financial
performance and require strategic resource planning.
Mitigation: Gradual remediation in accordance with national
environmental standards.
Negative impact on
business due to heavy
rainfall - floods,
landslides (impact on
the increased risk of
failure of the Bukovžlak
and Za Travnik dams)
Risk
Long-term
Own activity
Extreme weather events can cause material damage and increase the
costs of securing and maintaining dam structures.
Mitigation: Regular maintenance and monitoring
Event - industrial
accidents
Risk
Long-term
Own activity
The risk of accidents requires continuous improvements in safety
measures, investments in technology, and stricter monitoring
mechanisms.
Mitigation: Conducting regular safety inspections and employee
training. Introducing state-of-the-art safety technologies and accident
prevention systems. Improving emergency response plans and
collaborating with local emergency and rescue services.
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Participation in the
education system
(competitions,
internships, excursions,
diplomas, master's
degrees, scholarships).
Positive impact
Short-term
Own activity
Strengthening connections with educational institutions facilitates the
recruitment of new talent and enhances the company's reputation in the
local community.
Mitigation: Expanding collaboration programmes with educational
institutions, increasing the number of scholarships and providing
additional opportunities for student internships. Promoting technical
careers among young people.
Established channels
for dialogue with
affected communities
(Advisory council,
complaint resolution,
open days)
Positive impact
Short-term
Own activity
Active public involvement reduces conflict and increases the social
acceptability of the company.
Mitigation: Broadening the scope for local community participation and
involvement in decision-making processes. Increase transparency in the
provision of information on the company's impacts on the environment
and the local population.
Support for local
sports, cultural and
other activities in the
local community
Positive impact
Short-term
Own activity
It contributes to improving the company's reputation and strengthening
ties with the local community.
Mitigation: Further encouraging sustainable and long-term collaboration
with local organisations.
G1- Business
conduct
Whistleblower
protection and
mechanisms put in
place
Positive impact
Long-term
Own activity
The established whistleblower protection mechanisms positively impact
the company's business model, as they enhance transparency and
business integrity, reduce operational and legal risks and strengthen the
trust of employees and stakeholders. In doing so, the company fosters a
safe and ethical working environment and solidifies its long-term business
stability.
Managing supplier
relationships, including
payment practices
Positive impact
Long-term
Value chain
Managing relationships with partners in the value chain is one of the key
work processes to achieve the company's objectives, ensuring a stable,
quality and reliable supply of raw materials, products and services, and
thus the resilience of chains to risks and the continuity of the production
process.
Number of reported
and investigated cases
of corruption and
bribery
Positive impact
Long-term
Own activity
With the established mechanisms, the company transparently and clearly
monitors compliance. This strengthens business integrity, reinforces
stakeholder trust and ensures adherence to legislation and internal rules.
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5.1.4 [IRO] Impact, risk and opportunity management
[IRO-1] Description of the process to identify and assess material impacts, risks and
opportunities
The double materiality assessment (DMA) process was carried out in 2024. The DMA involves the
entire company across all locations and the value chain. In identifying and assessing its significant
impacts, risks and opportunities, the company took into account the understanding of the
organisational context in order to examine potential changes to the business model, legislative
requirements and the expectations of key stakeholders (as detailed in section SBM-1 Strategy,
business model and value chain).
To create the list of material sustainability issues that we assessed in our double materiality
assessment (DMA) process, we referred to the sustainability topics outlined in the ESRS 2 (AR) 16
requirements, internal analyses conducted during workshops with employees and the sustainability
team (experts in specific areas), and consultations with an external advisor.
In the assessment, we also considered legislative requirements, standards, available research and
trends in the areas of the environment, social issues, governance and the market, as well as analyses
of the economic, political, legislative and operational environment, findings from internal and external
audits, inspections and other sources. A total of 60 sustainability issues were identified.
Subsequently, the sustainability team developed criteria, classified and assessed these issues from
both the perspective of impacts on people and nature, and financial materiality. A total of 33 material
risks and opportunities (IROs) were identified and confirmed by the head of the sustainability team,
the Management Board, the Supervisory Board and the Audit Committee.
The identified impacts were categorised as actual or potential (negative or positive), and their
timeframe was determined as short, medium or long-term. We considered the interests of all
identified key stakeholders (internal and external) based on environmental/human rights impact
analyses, past events, reviews and interviews conducted in 2024 and partially in 2023. Surveys were
also conducted with key stakeholders, including affected parties around the company and all
significant stakeholders such as employees, owners, supervisors, suppliers, customers, the local
community and shareholders. Employee satisfaction and engagement survey results were also
considered. Our evaluation also took into account legislative requirements, standards, available
research and trends in environmental, social, governance and market areas.
For each identified negative and positive impact, we defined criteria and assessed the materiality of
the impact based on its severity. The severity of a negative impact was broken down into scope,
extent and irreversibility, while the severity of a positive impact was assessed based on scope and
extent. The criteria were designed to be as standardised and comparable as possible and were
documented. Each individual impact was assessed on three levels (low, medium, high). We also
assessed the likelihood of the impact occurring (from 0 to 1). Based on the assessments, we
calculated the severity of the impact and established a threshold (criteria) for its materiality. An
impact is considered material if the materiality score is 5 or more on a 9-point scale. By conducting
a thorough review, we performed an assessment of the impacts of the company's own operations
and the value chain (VC).
The company manages risks and opportunities in accordance with the Rules on impact, risk and
opportunity management at Cinkarna Celje, d. d. The impact, risk and opportunity management
process is a dynamic management process at all levels of the company, involving all employees. It
forms the basis of our integrated management system. This process ensures proper assessment of
the company’s impacts on people and the environment, the effects of social and environmental
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issues, events and uncertainties on the company, and the management of significant impacts and
effects (risks/opportunities). This is a recurring process encompassing:
Identification/recognition of the company’s impacts on people and the environment and of
the effects of social and environmental issues, events and uncertainties on the company
which may affect the achievement of one or more of the company’s objectives (strategy and
corporate policies);
Impact and effect analysis;
Determination of the materiality of the company’s impacts on people and the environment;
Risk assessment negative financial effects on the company;
Identification of opportunities positive financial effects on the company;
We pay attention to all factors that could affect the achievement of the strategy and
sustainability commitments, compliance with policies, legal and other requirements, the
company’s reputation, revenue, costs and resources, quality, etc.;
The process is proportionate to the nature, scale and complexity of the impacts and effects
present in the company’s operations;
The assessment is forward-looking and considers the assumption of the company’s long-term
operation;
The assessment includes both current and potential short, medium and long-term impacts,
risks and opportunities;
The results of the assessment are used as an integral part of management processes and
decision-making;
The assessment process is documented;
The adequacy of the assessment is regularly reviewed in light of changes in the business
environment and the company’s operations.
Based on the potential impact on the value of the company or its resilience, we address:
Corporate risks risks with significant negative consequences for the company. Their
management falls within the remit of the management of business units and departments,
the Management Board and the Supervisory Board. They are managed through
implementation objectives, development tasks or development projects;
Operational risks risks that may affect the functioning of individual units but do not pose a
significant risk to the company as a whole. They are part of day-to-day operations and the
execution of work processes. They are managed at the level of one or more organisational
units.
The assessment is based on the estimated frequency of occurrence the number of events within a
given time period (estimated based on past frequency or future expectations), the financial impact
of the risk materialising on costs and revenues (quantified in EUR), and the mitigating effect on
financial consequences (e.g. insurance…, quantified in EUR). The materiality of the risk or its financial
impact on the company has been determined based on a set threshold, which is equal to or greater
than 1% of the revenue from the company’s annual sales plan for the current reporting year, and
represents the threshold for corporate risks.
All impacts, risks and opportunities that reached or exceeded the materiality threshold were identified
as significant sustainability topics. The completeness and relevance of these topics were also verified
through a stakeholder survey. In this way, we identified and defined the key sustainability topics
reported in this report. These have been taken into account in the preparation of the sustainability
strategy and are already partially reflected in the existing policies, which will also be further updated.
The company has taken measures and set objectives for this purpose.
The process of identifying impacts, risks and opportunities is a continuous process, carried out
regularly (through careful review), and is defined by the above-mentioned Rules. It will be further
developed and refined in the coming years.
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70
[IRO-2] Disclosure requirements in ESRS covered by the company’s sustainability
statement
Based on the results of the double materiality assessment (material impacts, risks and opportunities),
we have identified the key sustainability topics that are included in the Sustainability statement and
are also addressed by the adopted Sustainability strategy. The process of identifying and assessing
impacts, risks and opportunities is explained in more detail in section IRO-1 Description of the process
to identify and assess material impacts.
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71
Table 22: List of disclosure requirements in ESRS covered by the company's Sustainability statement
Standard and/or important topic
ESRS topic
Page
General disclosures
General disclosures
[BP-1] General basis for preparation of sustainability statements
36
[BP-2] Disclosures in relation to specific circumstances
36
Governance
[GOV-1] Role of administrative, management and supervisory bodies
40
[GOV-2] Information provided to and sustainability matters addressed
by the undertaking’s administrative, management and supervisory bodies
47
[GOV-3] Integration of sustainability-related performance in incentive
schemes
47
[GOV-4] Statement on due diligence
48
[GOV-5] Risk management and internal controls over sustainability reporting
48
Strategy
[SBM-1] Strategy, business model and value chain
49
[SBM-2] Interests and views of stakeholders
59
[SBM-3] Material impacts, risks and opportunities and their interaction with
the strategy and business model
61
Impact, risk and opportunity
management
[IRO-1] Description of the processes to identify and assess material impacts,
risks and opportunities
68
[IRO-2] Disclosure requirements in ESRS covered by the undertaking’s
sustainability statement
70
[E - 1] Climate change
Climate change adaptation,
mitigation and energy
[E1-1] Transition plan for climate change mitigation
92
[E1-2] Policies related to climate change mitigation and adaptation
96
[E1-3] Actions and resources in relation to climate change policies
97
[E1-4] Targets related to climate change mitigation and adaptation
101
[E1-5] Energy consumption and mix
104
[E1-6] Gross Scopes 1, 2, 3 and total GHG emissions
106
[E1-7] GHG removals and GHG mitigation projects financed through carbon
credits
110
[E1-8] Internal carbon pricing
110
[E1-9] Anticipated financial effects from material physical and transition risks
and potential climate-related opportunities
110
[E - 2] Pollution
Pollution of air, water, soil, use of
substances of concern and of high
concern
[E2-1] Pollution-related policies
117
[E2-2] Pollution-related measures and sources
119
[E2-3] Pollution targets
121
[E2-4] Air, water and groundwater pollution
123
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[E2-5] Substances of concern and substances of very high concern
126
[E2-6] Potential financial effects from pollution-related impacts, risks and
opportunities
127
[E - 3] Water resources
Water
[E3-1] Policies related to water resources
129
[E3-2] Actions and resources related to water resources
130
[E3-3] Targets related to water resources
130
[E3-4] Water consumption
131
[E3-5] Potential financial effects from water resources-related impacts, risks
and opportunities
131
[E - 5] Resource use and circular
economy
Waste
[E5-1] Policies related to circular economy
133
[E5-2] Actions and resources related to circular economy
134
[E5-3] Targets related to the circular economy
134
[E5-4] Resource inflows
135
[E5-5] Resource outflows
135
[S - 1] Own workforce
Working conditions, equal treatment
and equal opportunities for all
[S1-1] Policies related to own workforce
140
[S1-2] Processes for engaging with own workers and workers
representatives about impacts
144
[S1-3] Processes to remediate negative impacts and channels for own
workers to raise concerns
144
[S1-4] Taking action on material impacts on own workforce and approaches
to mitigating material risks and pursuing material opportunities related to
own workforce and effectiveness of those actions
145
[S1-5] - Targets related to managing material
negative impacts, advancing positive impacts and managing material risks
and opportunities
149
[S1-6] Characteristics of the company's employees
149
[S1-7] Characteristics of non-employee workers in the company’s own
workforce
150
[S1-8] Collective bargaining coverage and social dialogue
151
[S1-9] Diversity metrics
151
[S1-10] Adequate wages
152
[S1-11] Social protection
152
[S1-12] Persons with disabilities
153
[S1-13] Training and skills development metrics
153
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[S1-14] Health and safety metrics
154
[S1-15] Work-life balance metrics
155
[S1-16] Compensation metrics (pay gap and total compensation)
155
[S1-17] Incidents, complaints and severe human rights impacts
155
[S - 3] Affected communities
Economic, social and cultural rights
of communities
[S3-1] Policies related to affected communities
158
[S3-2] Processes for engaging with affected communities about impacts
160
[S3-3] Processes to remediate negative impacts and channels for affected
communities to raise concerns
160
[S3-4] Taking action on material impacts on affected communities and
approaches to mitigating material risks and pursuing material opportunities
related to affected communities, and effectiveness of those actions
162
[S3-5] Targets related to managing material negative impacts, advancing
positive impacts and managing material risks and opportunities
164
[G - 1] Business conduct
Whistleblower protection, supplier
relationship management, corruption
and bribery
[IRO-1] Description of the processes to identify
and assess material impacts, risks and opportunities
165
[G1-1] Business conduct policies and corporate culture
166
[G1-2] Management of relationships with suppliers
168
[G1-3] Prevention and detection of corruption or bribery
169
[G1-4] Confirmed incidents of corruption or bribery
170
[G1-5] Political influence and lobbying activities
170
[G1-6] Payment practices
170
Based on the double materiality analysis conducted, we have determined that the sustainability matters of the thematic ESRS standards [E-4] Biodiversity
and ecosystems, [S-2] Workers in the value chain, and [S-4] Consumers and end-users are not material. Therefore, we are not disclosing them in the
company's 2024 Annual Report. Further information is provided in the section Material impacts, risks and opportunities and their interaction with the
strategy and business model [SBM-3].
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5.2 [E] Environmental information
5.2.1 Report on environmentally sustainable economic activities and investments
ESRS 2
REPORT ON ENVIRONMENTALLY SUSTAINABLE ECONOMIC ACTIVITIES AND
INVESTMENTS OF CINKARNA CELJE d. d. FOR 2024
Cinkarna Celje, d. d., discloses information regarding how and to what extent its activities are
associated with economic activities, in accordance with Commission Delegated Regulation (EU)
2023/137, that are considered environmentally sustainable under Articles 3 and 9 of the Taxonomy
Regulation (Regulation (EU) 2020/852 of the European Parliament and of the Council of 18 June
2020 on the establishment of a framework to facilitate sustainable investment, Commission
Delegated Regulation 2021/2139 of 4 June 2021, and amending Regulation (EU) 2019/2088). The
disclosure of information relates to Commission Delegated Regulation (EU) 2023/2486 of 27 June
2023 supplementing Regulation (EU) 2020/852 of the European Parliament and of the Council by
establishing the technical screening criteria for determining the conditions under which an economic
activity qualifies as contributing substantially to the sustainable use and protection of water and
marine resources, to the transition to a circular economy, to pollution prevention and control, or to
the protection and restoration of biodiversity and ecosystems and for determining whether that
economic activity causes no significant harm to any of the other environmental objectives and
amending Commission Delegated Regulation (EU) 2021/2178 as regards specific public disclosures
for those economic activities.
The EU Taxonomy addresses six areas of environmental objectives:
climate change mitigation,
climate change adaptation,
sustainable use and protection of water and marine resources,
transition to a circular economy,
pollution prevention and control,
protection and restoration of biodiversity and ecosystems.
In 2024, we refined our internal structures by training, familiarising and examining all prescribed
Regulations and Directives, enhancing the efficiency and reliability of taxonomy reporting. This
process was aligned with evolving market practices and guidance, including the European
Commission’s Frequently Asked Questions (FAQs).
Based on new information published in 2024, we adjusted our investment reporting related to capital
expenditures, as detailed below. All activities have been classified as taxonomy-eligible but not
taxonomy-aligned, due to challenges in obtaining appropriate evidence along the supply and sales
chain. We will seek to acquire the necessary documentation, thereby changing the status of activities
that can be classified as taxonomy aligned.
Cinkarna Celje, d. d.’s data is aggregated at the level of individual taxonomy-defined activities, in
accordance with relevant EU Regulations, including the NACE classification. Indicators are calculated
based on definitions in annex to Regulation 2020/852 Key performance indicators of non-financial
undertakings. Company-level data derives from financial statements, and activity-level data from
the information system. To avoid double counting, we track revenues from the sale of products or
services and operating expenditures (OpEx) in relation to specific activities, operations and tasks.
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75
Proportion of turnover derived from products or services associated with taxonomy-
aligned economic activities
Cinkarna Celje, d. d., is specialised in the production and marketing of titanium dioxide, an activity
that has not yet been assessed in terms of its alignment with the taxonomy, meaning it is not listed
among the taxonomy-eligible activities for achieving climate goals. However, this does not imply that
its operations are conducted without a high degree of environmental responsibility and
decarbonisation efforts, nor that it lacks actual or potential significant contributions to the
decarbonisation of the economy (particularly as an enabling activity for the construction sector).
Cinkarna Celje, d. d.'s operations are complemented by a broad range of other products, including
powder coatings, masterbatches, agricultural products, chemical process equipment manufacturing,
and the production of sulphuric acid and gypsum as by-products, through which the company also
seeks opportunities for taxonomy-aligned revenues. This activity also has a strong impact on the
circular economy. For disclosures and the presentation of indicators, we used the formats specified
in EU Regulation 2023/2486.
In the calculation of the indicators presented in the tables, there has been no duplication of economic
activities, as, following a review, they meet the criteria for substantial contribution to a single
environmental objective. Each activity generating taxonomy-eligible revenue has distinct
implementation obligations.
The proportion of turnover under point (a) of Article 8(2) of Regulation (EU) 2020/852 is calculated
as the portion of net revenue derived from products or services, including intangibles, associated
with economic activities aligned with the taxonomy (numerator), divided by net revenue
(denominator), as defined in point (5) of Article 2 of Directive 2013/34/EU.
Revenue is recognised in accordance with Article 82(a) of the International Accounting Standard.
For the key performance indicators referred to in the first subparagraph, the portion of net revenue
derived from products and services related to economic activities adapted to climate change under
Article 11(1)(a) of Regulation (EU) 2020/852 and Annex II to Delegated Regulation (EU) 2021/2139
shall be excluded from the numerator, unless those activities:
a) are considered to be enabling activities in accordance with Article 11(1)(b) of Regulation
2020/852,
b) are themselves aligned with the taxonomy.
The taxonomy-eligible activities, which are shown in the table Proportion of turnover derived from
products or services associated with taxonomy-aligned economic activities are:
Collection and transport of non-hazardous waste 2.3
Hotels, holiday, camping grounds and similar accommodation 2.1
Electricity generation using solar photovoltaic technology 4.1
In section 2.3, on the collection and transport of non-hazardous waste, we have added a circular
economy activity related to the marketing of white gypsum, which is produced as a by-product in
the production of titanium dioxide and is successfully marketed. The value is not comparable to last
year’s results, which included material recovery that does not meet all the criteria for taxonomy-
aligned activities, despite being a typical circular economy activity. Additionally, we have included
the activity Provision of short-term tourist accommodation with or without related services in the
report. Offering employees the opportunity to use holiday accommodation significantly impacts their
satisfaction, work capacity, engagement and loyalty to the company. Significant growth is reflected
in energy production using photovoltaic technology. The fact that we are investing relatively large
financial resources in the construction of solar power plants significantly influences the calculation of
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76
the percentage in the share of total revenues. This indicator is 16.7% higher than in the previous
period. All data is also shown in more detail in the financial disclosures, and the objectives for future
periods are in the business section of this report.
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77
Proportion of turnover derived from products or services associated with taxonomy-aligned economic activities - 2024 disclosure
Table 23: Proportion of turnover derived from products or services associated with taxonomy-aligned economic activities. See Income statement line 1
Financial year N
Year
Criteria for substantial contribution
Criteria for non-significant harm (h)
Economic activities
(1)
Label (a)(2)
Turnover (3)
Proportio
n of
turnover
2024
Climate change
mitigation (5)
Climate change
adaptation (6)
Water (7)
Pollution (8)
Circular economy (9)
Biodiversity (10)
Climate change
mitigation (11)
Climate change
adaptation (12)
Water (13)
Pollution (14)
Circular economy (15)
Biodiversity (16)
Minimum safeguards
(17)
Proportion of
taxonomy-
aligned turnover
(A.1) or
taxonomy-eligible
(A.2), year N - 1
(18)
Category of
enabling
activity (19)
Category of
transitional
activity (20)
Text
Currency
%
YES;
NO; non-
eligible
(b) (c)
YES;
NO; non-
eligible
(b) (c)
YES;
NO; non-
eligible
(b) (c)
YES;
NO; non-
eligible
(b) (c)
YES;
NO; non-
eligible
(b) (c)
YES;
NO; non-
eligible
(b) (c)
YES/-
NO
YES/-
NO
YES/-
NO
YES/-
NO
YES/-
NO
YES/-
NO
YES/-
NO
%
O
P
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (aligned with the taxonomy)
Revenue from environmentally
sustainable activities
%
%
%
%
%
%
%
NO
NO
NO
NO
NO
NO
NO
%
of which enabling
%
%
%
%
%
%
%
NO
NO
NO
NO
NO
NO
NO
%
of which transitional
%
%
NO
NO
NO
NO
NO
NO
NO
%
A.2 Taxonomy-eligible activities but are not environmentally sustainable (taxonomy-non-aligned activities) (g)
ELIGIB
LE;
NON-
ELIGIB
LE (f)
ELIGIBL
E; NON-
ELIGIBL
E (f)
ELIGIBL
E; NON-
ELIGIBL
E (f)
ELIGIB
LE;
NON-
ELIGIB
LE (f)
ELIGIB
LE;
NON-
ELIGIB
LE (f)
ELIGIB
LE;
NON-
ELIGIB
LE (f)
Collection and transport
of non-hazardous waste
KG2.3
1,349,764
0.67%
NON-
ELIGIB
LE
NON-
ELIGIBL
E
NON-
ELIGIBL
E
NON-
ELIGIB
LE
NON-
ELIGIB
LE
NON-
ELIGIB
LE
1.69%
Hotels, holiday, camping
grounds and similar
accommodation
BPS 2.1
356,659
0.18%
NON-
ELIGIB
LE
NON-
ELIGIBL
E
NON-
ELIGIBL
E
NON-
ELIGIB
LE
NON-
ELIGIB
LE
NON-
ELIGIB
LE
0.00%
Electricity generation
using solar photovoltaic
technology
BPS 4.1
120,005
0.06%
NON-
ELIGIB
LE
NON-
ELIGIBL
E
NON-
ELIGIBL
E
NON-
ELIGIB
LE
NON-
ELIGIB
LE
NON-
ELIGIB
LE
0.05%
Turnover derived from taxonomy-
eligible activities but are not
environmentally sustainable
(taxonomy-non-aligned activities) (A.2)
1,826,428
0.91%
%
%
%
%
%
%
1.74%
A. Turnover derived from taxonomy-
eligible activities (A.1 + A.2)
0.00
0%
%
%
%
%
%
%
0.00%
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Turnover derived from taxonomy-non-
eligible activities
198,458,985
99.09%
TOTAL
200,285.413.00
100%
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78
Proportion of capital expenditure in products or services related to taxonomy-eligible
economic activities
The taxonomy-eligible activities in capital expenditure include:
Electricity generation using solar photovoltaic technology 4.1,
Transport by motorbikes, passenger cars and light commercial vehicles 6.5,
Renovation of existing buildings 7.3,
Installation, maintenance and repair of charging stations for electric vehicles in buildings
(and parking spaces attached to buildings) 7.4.
The percentage of investments in systems of electricity generation using solar photovoltaic
technology (4.1) is lower than in the comparable previous period, amounting to 5.37% of total
taxonomy-eligible activities. In energy-intensive economic activities, the supply of green energy is
important not only for reducing energy costs but also for minimising the carbon footprint.
We aim to adapt production processes to green energy consumption by scheduling the largest
electricity consumers during periods of peak energy availability and cost-effectiveness. This
adaptation requires significant organisational expertise, market condition adjustments, customer
demand responsiveness and supply chain management. The new activities included in the Capital
expenditure in products or services related to taxonomy-aligned economic activities table are the
transport by motorbikes, passenger cars and light commercial vehicles (6.5), which refers to the
purchase of electric vehicles and represents a 1.17% share, and the installation, maintenance and
repair of charging stations for electric vehicles (7.4), representing 0.69% of capital expenditure in
taxonomy-eligible but not environmentally sustainable activities. Last year, we invested in a
comprehensive roof renovation of the marketing warehouse, which was necessary due to its
deterioration. The renovation was also required for the planned installation of a solar power plant.
This activity is classified under the taxonomy-eligible activity Renovation of existing buildings, point
7.3.
The proportion of capital expenditure from point (b) of Article 8(2) of Regulation (EU) 2020/852 is
calculated as the numerator divided by the denominator.
Denominator
The denominator includes the increases in tangible and intangible assets in the relevant financial
year before depreciation and any remeasurements, including those arising from revaluations and
impairments, for the relevant financial year, and excluding changes in fair value.
For non-financial undertakings applying International Financial Reporting Standards (IFRS) as
adopted by Regulation (EC) No 1126/2008, capital expenditure includes costs accounted for on the
basis of:
a) IAS 16 Property, Plant and Equipment, paragraph 73(e)(i) and (iii);
b) IAS 38 Intangible Assets, paragraph 118(e)(i);
f) IFRS 16 Leases, paragraph 53(h).
Leases that do not result in the recognition of a right of use for the asset are not considered as capital
expenditure.
(1) Commission Regulation (EC) No 1126/2008 of 3 November 2008 adopting certain international
accounting standards in accordance with Regulation (EC) No 1606/2002 of the European Parliament
and of the Council (OJ L 320, 29.11.2008, p. 1). 10.12.2021 EN Official Journal of the European
Union L 443/171.1.2.2.
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79
Numerator
All activities presented in the table fall under category A, meaning they are aligned with the
taxonomy. The calculation includes financial resources allocated for the implementation of capital
expenditure, as defined in the denominator.
The numerator is equal to the portion of capital expenditure included in the denominator that is any
of the following:
(a) related to assets or processes associated with economic activities aligned with the taxonomy;
(b) part of a plan to expand taxonomy-aligned economic activities or to enable taxonomy-eligible
economic activities to become taxonomy-aligned (hereinafter: capital expenditure plan), under the
conditions set out in the second subparagraph of point 1.1.2.2;
(c) related to the purchase of output from taxonomy-aligned economic activities and individual
measures that enable target activities to become low-carbon or lead to reductions in greenhouse gas
emissions, in particular activities listed under points 7.3 to 7.6 of Annex I to the Climate Delegated
Act, and other economic activities referred to in the delegated acts adopted pursuant to Articles
10(3), 11(3), 12(2), 13(2), 14(2), and 15(2) of Regulation (EU) 2020/852, provided such measures
are implemented and initiated within 18 months.
The capital expenditure plan referred to in the first subparagraph of point 1.1.2.2 meets the following
conditions:
(a) the objective of the plan is to expand the company’s taxonomy-aligned economic activities or to
upgrade taxonomy-eligible economic activities so they become taxonomy-aligned within five years;
(b) the plan is disclosed at the aggregated level of economic activities and is approved by the
governing body of non-financial undertakings either directly or by delegation.
If the relevant technical screening criteria change before the capital expenditure plan is completed,
non-financial undertakings shall either update the plan within two years to ensure that the economic
activities referred to in point (a) are aligned with the revised technical screening criteria upon
completion of the plan, or restate the numerator of the key performance indicator for capital
expenditure. Updating the plan restarts the period referred to in point (a).
The period referred to in point (a) of the second paragraph of point 1.1.2.2 may exceed five years
only if a longer period is objectively justified due to the specific characteristics of the economic
activity and the corresponding upgrade, but it may not exceed 10 years. This justification is included
in the capital expenditure plan itself and in the accompanying information detailed in point 1.2.3 of
this annex.
If the capital expenditure plan does not meet the conditions set out in the second paragraph of point
1.1.2.2, the previously disclosed key performance indicator relating to capital expenditure shall be
recalculated.
The numerator also includes the portion of capital expenditure allocated to adapting economic
activities to climate change, in accordance with Annex II to this Climate Delegated Act. A breakdown
is provided in the numerator for the portion of capital expenditure assigned to the substantial
contribution to climate change adaptation.
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80
Proportion of capital expenditure related to products or services associated with taxonomy-eligible economic activities disclosure for
2024
Table 24: Proportion of capital expenditure related to products or services associated with taxonomy-aligned economic activities disclosure for 2024. See the financial part of the report, section 2
Property, plant and equipment, item in the table Movements in property, plant and equipment, column Construction in progress
Financial year 2024
Year
Criteria for substantial contribution
Criteria for non-significant harm (h)
Economic activities (1)
Label (a)(2)
Capital
expenditure
(3)
Proportion
of capital
expenditure,
year 2024
Climate change
mitigation (5)
Climate change
adaptation (6)
Water (7)
Pollution (8)
Circular economy (9)
Biodiversity (10)
Climate change
mitigation (11)
Climate change
adaptation (12)
Water (13)
Pollution (14)
Circular economy (15)
Biodiversity (16)
Minimum safeguards
(17)
Proportion of
taxonomy-
aligned
capital
expenditure
(A.1) or
taxonomy-
eligible
capital
expenditure
(A.2), year N-
1 (18)
Category
of enabling
activity
(19)
Category
of
transitional
activity
(20)
Text
Currency
%
YES;
YES;
YES;
YES;
YES;
YES;
YES/-
NO
YES/-
NO
YES/-
NO
YES/-
NO
YES/-
NO
YES/-
NO
YES/-
NO
%
O
P
NO; non-
eligible
NO; non-
eligible
NO; non-
eligible
NO; non-
eligible
NO; non-
eligible
NO; non-
eligible
(b) (c)
(b) (c)
(b) (c)
(b) (c)
(b) (c)
(b) (c)
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (aligned with the taxonomy)
Capital expenditure related to environmentally
sustainable activities (taxonomy-aligned) (A.1)
%
%
%
%
%
%
%
NO
NO
NO
NO
NO
NO
NO
%
of which enabling
%
%
%
%
%
%
%
NO
NO
NO
NO
NO
NO
NO
%
of which transitional
%
%
NO
NO
NO
NO
NO
NO
NO
%
A.2 Taxonomy-eligible activities but are not environmentally sustainable (activities not aligned with the taxonomy) (g)
ELIGIBLE;
NON-
ELIGIBLE
(f)
ELIGIBLE;
NON-
ELIGIBLE
(f)
ELIGIBLE;
NON-
ELIGIBLE
(f)
ELIGIBLE;
NON-
ELIGIBLE
(f)
ELIGIBLE;
NON-
ELIGIBLE
(f)
ELIGIBLE;
NON-
ELIGIBLE
(f)
Electricity generation using solar
photovoltaic technology
BPS 4.1
767,449
5.37%
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
16.05%
Transport by motorbikes, passenger cars
and light commercial vehicles
BPS 6.5
166,205
1.16%
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
/
Renovation of existing buildings
BSP 7.3
243,433
1.70%
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
/
Installation, maintenance and repair of
charging stations for electric vehicles
BPS 7.4
98,441
0.69%
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
NON-
ELIGIBLE
/
Capital expenditure related to taxonomy-eligible
activities that are not environmentally sustainable
(taxonomy-non-aligned activities) (A.2)
1,275,528
8.92%
%
%
%
%
%
%
17.21%
A. Capital expenditure related to taxonomy-eligible
activities (A.1 + A.2)
0.00
0%
%
%
%
%
%
%
0.00%
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Capital expenditure related to taxonomy-non-eligible
activities
13,026,636
91.08%
TOTAL
14,302,164
100%
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81
Proportion of operating expenditure related to products or services associated with
taxonomy-eligible economic activities
The proportion of operating expenditure related to taxonomy-eligible activities amounts to 0.64% of
the total value. The identified activity is listed under point 2.1 Maintenance of holiday facilities.
The proportion of operating expenditure referred to in point (b) of Article 8(2) of Regulation (EU)
2020/852 is calculated as the numerator divided by the denominator.
Nominator
The denominator includes direct non-capitalised costs related to research and development, building
renovation measures, short-term leases, maintenance and repairs, as well as all other direct
expenses associated with the day-to-day servicing of property, plant and equipment by the
undertaking or a third party to whom the activities are outsourced, which are necessary to ensure
the continuous and effective operation of such assets.
Non-financial undertakings applying national generally accepted accounting principles and not
capitalising right-of-use assets shall, in addition to the costs referred to in the first subparagraph of
point 1.1.3.1 of this annex, include lease expenses in the calculation of operating expenditure.
Numerator
The activity identified in the OPEX table and aligned with the taxonomy falls under category C and is
defined in the calculation formula as part of the numerator.
The numerator equals the portion of operating expenditure included in the denominator that is any
of the following:
a) related to assets or processes associated with taxonomy-aligned economic activities,
including training and other requirements for the adaptation of human resources, as well as
direct non-capitalised costs representing research and development; L 443/18 EN Official
Journal of the European Union 10.12.2021;
b) part of a capital expenditure plan for the expansion of taxonomy-aligned economic activities
or for enabling taxonomy-eligible economic activities to become taxonomy-aligned within a
pre-defined timeframe, as set out in the second subparagraph of point 1.1.3.2;
c) related to the purchase of output from taxonomy-aligned economic activities and specific
measures that enable target activities to become low-carbon or result in greenhouse gas
emission reductions, and specific building renovation measures as referred to in delegated
acts adopted pursuant to Articles 10(3), 11(3), 12(2), 13(2), 14(2) or 15(2) of Regulation
(EU) 2020/852, provided such measures are introduced and initiated within 18 months.
The capital expenditure plan referred to in the first subparagraph of this point 1.1.3.2 shall meet the
requirements set out in point 1.1.2.2 of this annex.
Research and development costs already accounted for under the key performance indicators for
capital expenditure shall not be counted as operating expenditure.
The numerator also includes the portion of operating expenditure allocated to the adaptation of
economic activities to climate change in accordance with Annex II to the Climate Delegated Act. A
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breakdown of the part of operating expenditure contributing substantially to climate change
adaptation is provided within the numerator.
Where operating expenditure is not material to the business model of non-financial undertakings,
such undertakings:
(a) shall be exempt from calculating the numerator of the key performance indicator for operating
expenditure in accordance with point 1.1.3.2 and shall disclose that the numerator equals zero;
(b) shall disclose the total value of the denominator including operating expenditure, calculated in
accordance with point 1.1.3.1;
(c) shall provide an explanation stating that operating expenditure is not material to their business
model.
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Proportion of operating expenditure related to products or services associated with taxonomy-aligned economic activities disclosure for
2024.
Table 25: Proportion of operating expenditure related to products or services associated with taxonomy-aligned economic activities. See Income statement, cost of services item.
Financial year 2024
Year
Criteria for substantial contribution
Criteria for non-material harm (f)
Economic activities
(1)
Label
(a)(2)
Operating
expenditure
(3)
Proportion
of operating
expenditure,
year 2024
Climate change
mitigation (5)
Climate change
adaptation (6)
Water (7)
Pollution (8)
Circular economy (9)
Biodiversity (10)
Climate change
mitigation (11)
Climate change
adaptation (12)
Water (13)
Pollution (14)
Circular economy (15)
Biodiversity (16)
Minimum safeguards (17)
Proportion
of
taxonomy-
aligned
(A.1) or
taxonomy-
eligible
operating
expenditure
(A.2), year
N - 1 (18)
Category
of
enabling
activity
(19)
Category
of
transitional
activity
(20)
Text
Currency
%
YES;
NO; non-
eligible
(b) (c)
YES;
NO;
non-
eligible
(b) (c)
YES;
NO;
non-
eligible
(b) (c)
YES;
NO;
non-
eligible
(b) (c)
YES;
NO;
non-
eligible
(b) (c)
YES;
NO; non-
eligible
(b) (c)
YES/-
NO
YES/-
NO
YES/-
NO
YES/-
NO
YES/-
NO
YES/-
NO
YES/-
NO
%
O
P
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (taxonomy-aligned)
Operating expenditure related to
environmentally sustainable
activities (taxonomy-aligned)
(A.1)
0
%
%
%
%
%
%
%
NO
NO
NO
NO
NO
NO
NO
%
of which enabling
0
%
%
%
%
%
%
%
NO
NO
NO
NO
NO
NO
NO
%
of which transitional
0
%
%
NO
NO
NO
NO
NO
NO
NO
%
A.2 Taxonomy-eligible but not environmentally sustainable activities (taxonomy-non-aligned activities) (f)
SP; NSP
(e)
SP;
NSP
(e)
SP;
NSP
(e)
SP;
NSP
(e)
SP;
NSP
(e)
SP;
NSP
(e)
Maintenance of
holiday facilities
BR2.1
33,553
0.64%
NSP
NSP
NSP
NSP
NSP
NSP
1.16%
Operating expenditure related to
taxonomy-eligible but not
environmentally sustainable
activities (taxonomy-non-aligned
activities) (A.2)
33,553
0.64%
%
%
%
%
%
%
1.16%
A. Operating expenditure related
to taxonomy-eligible activities)
(A.1 + A.2)
0.00
0%
%
%
%
%
%
%
0.00%
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Operating expenditure related to
taxonomy-non-eligible activities
5,203,685
99.36%
TOTAL
5,237,238
100 %
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Summary tables of material contributions by activity
Proportion of revenue/total revenue
Taxonomy-
aligned according
to objectives
Taxonomy-eligible
according to
objectives
BSP
%
0.24%
PPS
%
%
VMV
%
%
KG
%
0.67%
PNO
%
%
BRE
%
%
Proportion of capital expenditure/total
capital expenditure (CapEx)
Taxonomy-
aligned according
to objectives
Taxonomy-eligible
according to
objectives
BSP
%
8.92%
PPS
%
%
VMV
%
%
KG
%
%
PNO
%
%
BRE
%
%
Proportion of operating expenditure/total
operating expenditure (OpEx)
Taxonomy-
aligned
according to
objectives
Taxonomy-eligible
according to
objectives
BSP
%
%
PPS
%
%
VMV
%
%
KG
%
%
PNO
%
%
BRE
%
0.64%
Information referred to in Article 8 (6) and (7) on disclosure of nuclear energy and
gasrelated activities (Annex XII of Commission Delegated Regulation EU 2022/1214).
Nuclear energy and natural gas related activities
Line
Nuclear energy related activities
1
The company carries out, funds or has exposures to research, development, demonstration and
deployment of innovative electricity generation facilities that produce energy from nuclear processes
with minimal waste from the fuel cycle.
NO
2
The company carries out, funds or has exposures to the construction and safe operation of new
nuclear installations to produce electricity or process heat, including for the purposes of district
heating or industrial processes such as hydrogen production, as well as their safety upgrades, using
best available technologies.
NO
3
The company carries out, funds or has exposures to the safe operation of existing nuclear
installations that produce electricity or process heat, including for the purposes of district heating or
industrial processes such as hydrogen production from nuclear energy, as well as their safety
upgrades.
NO
Fossil gas related activities
4
The company carries out, funds or has exposures to the construction or operation of electricity
generation facilities that produce electricity using fossil gaseous fuels.
NO
5
The company carries out, funds or has exposures to the construction, refurbishment, and operation
of combined heat/cool and power generation facilities using fossil gaseous fuels.
NO
6
The company carries out, funds or has exposures to the construction, refurbishment and operation
of heat generation facilities that produce heat/cool using fossil gaseous fuels
NO
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5.3 [E-1] Climate change
[GOV-3] Integration of sustainability-related performance in incentive schemes
The remuneration system for the members of the Management Board is partly linked to the
achievement of the sustainability objectives and is detailed in section GOV-3.
The variable component of Management Board remuneration also depends on the successful
implementation of strategic projects, with at least one project directly related to sustainability topics,
although not necessarily climate-related or assessed against a greenhouse gas (GHG) reduction
target. The overall impact on remuneration in this case amounts to 20% of the total.
[SBM-3] Material impacts, risks and opportunities and their interaction with strategy and
business model
This section provides an overview of the key impacts, risks and opportunities. These are detailed in
subsequent chapters. This section also provides a summary and basic rationale for their materiality.
Table 26: Impacts, risks and opportunities (IRO) Climate change
Material impacts, risks and/or
opportunities
Definition
Location/value chain
Time period
Own activity
Downstream part
of the value chain
Upstream part of
the value chain
Short-term
Medium
-term
Long-term
CO
2
emissions from non-renewable
sources (Scope 1 and 2)
Actual negative
impact
x
x
Other CO
2
emissions (process sources)
Actual negative
impact
x
x
Limited process water supplies during dry
periods short-term physical risk
Risk
x
x
Heavy precipitation due to climate
change (floods, landslides) that could
cause collapse of the dam structure -
physical risk, long-term
Risk
x
x
CO₂ emissions from non-renewable sources (Scope 1 and 2): Emissions from the combustion
of fossil fuels represent the largest proportion of the company's total greenhouse gas emissions and
are associated with regulatory risks and costs. Due to its use of energy from non-renewable sources,
natural gas, extra light heating oil, propane and the consumption of electricity from non-renewable
sources, the company accounted for 4% of all emissions in Slovenian manufacturing.
Other CO₂ emissions (process sources): Unavoidable CO₂ emissions from chemical production
necessitate technological upgrades for reduction. Additionally, process neutralisation emissions
accounted for approximately 2% of process emissions in Slovenia.
Limited process water supplies during dry periods: Climate change and prolonged dry periods
pose a short-term physical risk to production capacity due to potential limitations on drawing water
from the Hudinja River.
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Heavy precipitation (floods, landslides): Long-term physical risk exists regarding the potential
collapse of the dam at the Za Travnik gypsum disposal facility.
Political and legal decisions related to CO₂ eq. emissions: The company is exposed to potential
additional costs or operational constraints in the event of further tightening of EU emissions policies,
representing a transition risk.
A resilience analysis of the strategy and business model in the context of climate scenarios has not
yet been conducted.
The resilience analysis will be carried out by the end of 2027, as the strategy for the next five-year
period will be prepared in 2028, and it will also incorporate the sustainability strategy developed up
to 2030.
A resilience analysis has not yet been carried out; however:
We monitor climate projections and their potential impacts on business activities, particularly
in relation to storms, heavy rainfall and the increasing frequency of droughts.
We assess transition risks associated with stricter CO₂ emissions regulations, emission
allowance prices and energy sources.
Based on these insights, we are already implementing measures to mitigate climate risks,
including energy efficiency improvements and the use of renewable energy sources.
The strategy is aligned with the business plan, taking into account financial aspects and the
materiality of risks related to adaptation to significant environmental changes.
Cinkarna Celje, d. d., has analysed IPCC climate scenarios, enabling the identification of both
physical and transition risks.
In line with the Green Deal and Europe’s climate targets, we have defined 2030 as the long-term
horizon. Cinkarna Celje, d. d., conducted a climate scenario analysis and applied a high emissions
scenario based on SPP3-7.0 during the preparation of the draft 2023 Sustainability Strategy.
However, this scenario does not meet the ESRS requirements, which prescribe the use of SSP 8.5
for a high emissions scenario. The company has already implemented certain measures in this area.
A new climate scenario analysis and resilience assessment will be conducted by the end of 2027,
accompanied by the development of a suitable transition plan.
The table below presents the most significant global trends expected to impact Cinkarna Celje’s
operations. These trends represent potential high-risk or high-opportunity factors that affect the
business and have been considered in the identification and assessment of material risks.
Table 27: Market trends under two climate scenarios with significant impacts on the business of Cinkarna Celje d.d.
SPP1-1.9
SPP3-7.0
Most optimistic scenario
Risk scenario
"1.5 °C" scenario
"Business as usual" scenario
Highest level of compliance with RES, EE and
decarbonisation commitments
High taxation and unpredictable energy prices
Developing new low-carbon products
Higher socio-economic costs due to climate stress
Opening up new markets and investment
Negative consumer preferences leading to lower revenues
and market share
Higher market value of low carbon products/services and
companies
Increased energy consumption (especially for cooling) due to
higher global temperatures
Lower costs of sustainable procurement and product/service
quality improvements
Changes in regulations regarding infrastructure efficiency
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Increased attractiveness for consumers/customers/users
Increased scrutiny by investors due to failure to meet
decarbonisation commitments
Greater access to capital due to sustainability performance
Low energy efficiency
High quality digitisation and establishment of information
systems
High financial implications due to increased intensity of
extreme weather events
Higher potential of flagship products to promote the green
transition of other sectors
Increased competition among TiO
2
producers
The analysis presented here is based on the SSP1-1.9 climate scenario, which aligns with the
objective of limiting global warming to no more than 1.5 °C with no or limited overshoot. This scenario
has been used to identify the key impacts, risks and opportunities (IROs), as outlined in the table:
Impacts, risks and opportunities (IROs) Climate Change, in accordance with the ESRS 2 requirement,
IRO-1.
While the company is not yet fully aligned with the 1.5 °C pathway, it has already identified and
begun implementing several key actions that mark an initial step towards decarbonisation. These
include measures aimed at improving energy efficiency and increasing the use of renewable energy
sources, laying the groundwork for further alignment with more ambitious climate policy objectives
in the future.
[IRO-1] Description of the processes to identify and assess material climate-related
impacts, risks and opportunities
In 2024, Cinkarna Celje, d. d., implemented systematic procedures for identifying and assessing both
actual and potential climate-related risks and opportunities. A detailed analysis of the geographic
locations of the company’s facilities was conducted to identify areas with high climate impact risks.
The process of identifying climate change impacts, risks and opportunities involved employees with
relevant expertise, and consultations were held with other key stakeholders, including the local
community and affected groups.
Cinkarna Celje, d. d., has initially defined the basis (which specifies the emission sources) for
assessing climate impacts:
Scope 1 (direct emissions from sources controlled by the company),
Scope 2 (indirect emissions from electricity consumed, as Cinkarna Celje, d. d., does not
consume other purchased energy).
When identifying impacts, Cinkarna Celje, d. d., had not yet calculated Scope 3, as it was not a
requirement and was not considered among its impacts, or was not identified at that time. The
company subsequently discloses Scope 3 emissions.
Based on this, Cinkarna Celje, d. d., identified two key impacts:
CO
2
emissions from non-renewable sources (Scope 1 and 2),
Other CO
2
emissions (process sources).
The company operates within a high climate impact sector, as its production processes require
intensive energy use. As an industrial plant in the chemical industry, it recognises its responsibility
in reducing greenhouse gas (GHG) emissions and strives to contribute to climate change mitigation.
Despite the implementation of sustainability measures, the company currently generates significant
GHG emissions arising from fossil fuel use, process emissions, and indirect emissions from electricity
consumption.
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The company also recognises climate-related physical and transition risks, which are described in the
next section.
To accurately assess emissions, Cinkarna Celje, d. d., conducts GHG inventories based on energy
consumption, in compliance with the EU ETS.
For the identified negative impacts, in line with the ESRS requirements (ESRS 1, Chapter 3.4), criteria
were defined to assess materiality based on scale, scope and irreversibility (a more detailed
description is provided in IRO-1: Description of the processes to identify and assess material impacts,
risks and opportunities). The precise assessment of impacts can be seen in the DMA preparation
process.
In identifying and assessing climate-related impacts, Cinkarna Celje, d. d., considered plans from its
business strategy, which anticipates production growth.
Use of climate-related scenario analysis in assessing risks and opportunities at Cinkarna
Celje.
Cinkarna Celje, d. d., has established a systematic process for identifying and assessing physical
risks associated with climate change, both within its own operations and across the value chain, as
part of its sustainable strategy development.
High-emission scenarios, as defined by the Intergovernmental Panel on Climate Change (IPCC) in its
AR6 report particularly the SPP3-7.0 scenario were used. Based on this, the following procedure
was undertaken:
identification of hazards, such as droughts and precipitation extremes, affecting access to
water and the stability of dams;
assessment of exposure of assets and activities (TiO₂ production plant and waste handling
facilities);
calculation of the gross physical risk to the company, expressed in EUR and as a percentage
of the balance sheet total;
linking to time periods (short-term, medium-term and long-term), in line with the asset
lifespan and strategic planning.
A review was also conducted for both the downstream and upstream parts of the value chain,
focusing primarily on:
risks in the supply chain (water and energy supply);
impact of extreme weather events on key external service providers (e.g. logistics).
Using the climate-related hazard classification as defined by Commission Delegated Regulation (EU)
2021/2139, Cinkarna Celje, d. d., identified the relevant physical risks and incorporated them into
its impact, risk and opportunity register, in accordance with the rules on managing impacts, risks
and opportunities.
In the assessment process, the company used a time-based breakdown into short-term (up to 1
year), medium-term (24 years), and long-term (5+ years) periods, evaluating the extent to which
its assets (e.g. buildings, infrastructure, energy resources, access to water) and business activities
may be exposed to specific physical hazards. All physical risks arising from climate change are
assessed in terms of their impact across these three timeframes and are correlated with asset
lifecycles, strategic planning, and capital allocation plans.
Key hazards identified included:
limited supply of process water during drought periods short-term physical risk;

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intense precipitation due to climate change (floods, landslides), which could affect the
stability of dams long-term physical risk.
Based on this, the risks were quantified by likelihood and impact and incorporated into risk
management and strategic decision-making processes.
Transition risks stem from changes in regulation, technology and the market that affect the
company's competitiveness.
As part of risk management and compliance with our asset management strategies, we ensure that
the expected useful life of fixed assets aligns with the projected depreciation timeline and strategic
planning. At present, there are no expectations of early asset retirement due to external factors or
regulatory changes that would require accelerated depreciation or replacement with new assets.
Strategic planning periods are aligned with the lifecycle of key assets, enabling stable capital
allocation. Future investments are planned to support sustainable development and regulatory
compliance while ensuring maximum utilisation of existing assets without unnecessary write-offs or
reduction in their useful life.
We continuously monitor risks that could affect the expected useful life of assets, including climate-
related risks, technological changes and legislative requirements. Current analyses and assessments
indicate no need for early asset retirement or further restructuring before the end of their planned
economic lifespan or useful life.
Negative impact on the company’s operations due to water supply limitations during drought
periods.
The company extracts water from the Hudinja River, a torrential river with an unstable flow.
Increasingly frequent dry periods, driven by climate change, are causing the river's flow to drop
below the ecologically acceptable limit, which is the minimum permitted extraction level stipulated
in the water permit. A suspension of water extraction would result in an immediate halt to TiO₂
production, the company’s core product. This risk is assessed as a short-term physical risk, as
drought periods are already occurring, and their frequency and intensity are expected to increase in
the coming years. The water extraction facility has an expected lifespan of more than 20 years, so
this risk applies throughout its operational period. Given the critical nature of TiOproduction, this
risk is incorporated into strategic investment planning, including the use of process water from the
Tremerje CWWTP and substantial replacement of water source from the Hudinja watercourse.
Intense precipitation due to climate change (floods, landslides), which could affect the
stability of the dam.
The Za Travnik landfill is used for filling non-hazardous waste from TiO₂ production red gypsum.
Despite ongoing backfilling, a significant amount of liquid sludge and water remains behind the dam,
which could spill into the environment in the event of dam failure. Heavy rainfall can cause landslides
and consequently destabilise the dam structure. The same applies to the high embankment dam in
Bukovžlak, which retains sludge from deposited red gypsum and water. Physical risks from intense
rainfall, which could lead to dam breaches, are assessed as long-term risks. Given the expected
lifespan of these structures (over 30 years) and the increasing probability of extreme weather events,
this risk is relevant for long-term operations. The risk is managed through monitoring, ongoing
maintenance and by backfilling and thus reducing water accumulation.
Cinkarna Celje, d. d., has appropriately assessed physical risks in its risk register that could
potentially impact assets or business activities. Probability, magnitude and duration of hazards for
the Cinkarna Celje, d. d., area were considered.

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Climate scenarios help Cinkarna Celje, d. d., evaluate how extreme weather events and long-term
climate change will affect its business.
In its assessment, the company considered the Rules on managing impacts, risks and opportunities
in Cinkarna Celje, d. d., and, based on this, assessed the extent of exposure through financial
consequences and defined the time period using frequency/likelihood.
The time periods used in the scenario analysis do not align with the time periods in the sustainability
statement for 2024, but the results considered in the analysis represent the period up to 2030.
Hazards or risks were identified using high-emission climate scenario SSP3-7.0, derived from
Intergovernmental Panel on Climate Change (IPCC) scenarios and aligned with ESRS E1 guidelines
for assessing physical risks. The scenario included regional climate projections for the Cinkarna Celje,
d. d., operating area, considering the impacts of long-term temperature increases and weather
pattern changes on physical risks.
Hazards in the value chain were not part of the analysis; however, Cinkarna Celje, d. d., conducted
a supplier due diligence in 2024 based on publicly available information from websites and
discussions with suppliers. No hazards affecting the company’s operations were identified.
The scenario analysis was used to identify and assess key physical and transition risks and
opportunities that may affect Cinkarna Celje’s operations until 2030. Two climate scenarios were
used:
Scenario SPP1–1.9 ("1.5 °C scenario"), reflecting a high-ambition decarbonisation environment with
rapid technological progress.
Scenario SPP37.0 ("business as usual"), representing a less ambitious response to climate change,
assuming higher global temperatures, increased energy consumption and the physical impacts of
climate change.
Based on this analysis, we identified risks and opportunities that are considered material in the
context of short-term, medium-term and long-term periods. Specifically, the results of the scenarios
were used for:
identifying transition risks, such as regulatory requirements;
assessing physical risks, such as the impacts of drought and more frequent extreme weather
events.
This ensures that identified climate conditions are appropriately incorporated into the assessment of
business impacts and the company’s strategic planning. The findings of the analysis were also
reflected in the development of sustainability measures and the assessment of investment needs
until 2030.

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Table 28: Physical and transition risks - gross and residual Risks
RISK
PERIOD
MITIGATION
GROSS RISK
IN EUR
RESIDUAL RISK
in EUR
CLASSIFICATION
OF RISKS
Restricted process water supplies during
dry periods
SHORT-TERM
Optimising the operation of the 54.40 thickener together
with HC.
3,850,000
EUR 7,700,000
PHYSICAL
Increasing internal water recycling.
Drinking water use.
Policy and legal decisions related to CO
2
eq. EMISSIONS
LONG-TERM
Regular cooperation with various bodies and advisers and
monitoring of the political situation.
4,800,000
800,000
TRANSITION
Reduce consumption and consequently emissions through
EE and RES measures.
Heavy precipitation due to climate change
(floods, landslides) potentially causing dam
failure
LONG-TERM
In accordance with the findings and recommendations of
the experts from the University of Ljubljana, Faculty of Civil
Engineering and Geodesy, we are carrying out ongoing
maintenance work on the high embankment dams
(Bukovžlak and Za Travnik) to ensure their stability.
246,000,000
4,920,000
PHYSICAL
Backfilling and thus reducing water accumulation at Za
Travnik.

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92
The process for identifying transition risks and opportunities is the same as that used for identifying
physical risks.
When identifying transition-related events in the short, medium and long-term, the company referred
to examples of transition risks and recognised political and legal risks as material. Cinkarna Celje, d.
d., operates within an increasingly stringent environmental regulatory framework, which affects the
management of greenhouse gas (GHG) emissions. Political and legal decisions at both national and
European level particularly those related to the EU Emissions Trading System (EU ETS) may pose
considerable financial and operational risks for the company.
High costs of emission allowances Rising prices of emission allowances within the EU ETS
could significantly increase the company’s operating costs, especially if a rapid transition to
low-carbon technologies is not feasible. If CO₂-equivalent emissions are not sufficiently
reduced, the company could be forced to purchase additional allowances, thus limiting
available financial resources for investments in sustainable development.
Restrictions and stricter environmental standards Tightening of emission-related legislation
could lead to new requirements for emission reduction technologies, resulting in additional
adaptation costs and investments in equipment.
Reduced competitiveness and risk of production relocation Higher emission and related
energy costs could diminish Cinkarna Celje’s competitiveness compared to companies based
in countries with less stringent environmental regulations. This could increase the risk of
relocating industrial production to regions with more lenient regulatory regimes.
Negative impact on investment in sustainable projects If companies are compelled to
allocate more funds to cover emission-related costs, fewer resources may remain available
for investment in energy efficiency, renewable energy sources, and the development of low-
carbon technologies.
Cinkarna Celje, d. d., has appropriately assessed transition risks that could potentially impact its
assets or business activities in its risk register. Particular attention was given to evaluating the
exposure and sensitivity of specific assets and operations to defined transition-related events, such
as changes in legislation. The assessment was carried out based on the likelihood of occurrence, the
scale of the impact and the expected duration of such events within Cinkarna Celje d. d.’s operational
area. The most exposed assets and activities were identified as those within the energy-intensive
production plant, which is particularly sensitive to increases in the cost of emission allowances and
electricity. The estimated potential impact could represent up to 10% of production costs.
The company has identified transition-related events and assessed exposure to risks based on climate
scenarios and hazards under the SSP11.9 scenario. Based on this scenario, the company recognised
transition risks and assessed their scale and impact.
As part of the sustainability strategy preparation, the company identified certain assets and activities
that are not fully compatible with the transition to a climate-neutral economy by 2050, as envisioned
by EU climate policy. The current major obstacles include:
1. Use of natural gas as a key energy source for high-temperature processes, which will be
difficult to replace with carbon-free sources in the long term without significant technological
or infrastructural changes.
2. Process CO₂ emissions from titanium dioxide production, which result from a chemical
reaction and cannot be easily prevented or captured with existing technologies.
These assets and related activities are currently incompatible with long-term climate neutrality
targets and would require significant investment in alternative technologies or carbon capture, which
the company has not yet formally planned.

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Although the company has defined and is already implementing certain measures to improve energy
efficiency and reduce emissions, these are not sufficient to achieve full alignment with the 1.5 °C
scenario or with climate neutrality by 2050. A comprehensive review of all assets and activities for
compatibility with decarbonisation targets is planned as part of the preparation of the transition plan
by 2027.
In addition to the use of natural gas and process emissions, the availability of electricity from
renewable sources also presents a challenge. Although the company is striving to reduce its indirect
emissions (Scope 2), its dependence on the electricity system of the Republic of Slovenia represents
a major constraint. At present, there is insufficient green electricity available in the grid to enable a
full switch to 100% carbon-free sources. Therefore, long-term alignment with neutrality will depend
on the development of national infrastructure and investments in renewables at system level.
Consequently, the company has not yet defined all measures to achieve climate neutrality but is
actively monitoring legislative developments, long-term renewable energy purchase opportunities
from Slovenian sources, and the potential for its own renewable energy production capacities.
The climate scenarios used were incorporated into the preparation of the business strategy for the
20242028 period, including their linkage to the financial statements. The impacts of climate
scenarios have been indirectly reflected in the 2024 financial statements through:
planned investments in emissions reduction (CAPEX), which are included under property,
plant and equipment,
largely unchanged projections of energy costs,
free emission allowances received (the company will remain a net recipient until 2030),
meaning no operating expenses are anticipated from this source.
No asset impairments or changes to estimated useful lives were made in 2024 as a direct result of
identified climate risks. Climate change is also not expected to have a material impact on reported
accounting items in the coming years (see section 25: Impact of climate change on the financial
statements in the financial section of the report).
[E1-1] Transition Plan for climate change mitigation
Cinkarna Celje, d. d., has identified climate change as a material issue and has begun reducing
greenhouse gas emissions in line with climate mitigation efforts. The company aims to improve
energy efficiency, reduce its carbon footprint and increase the share of renewable energy use.
Accordingly, it has developed a transition plan as part of its sustainability strategy, which sets out
strategic objectives and clear actions up to 2030, with defined timelines and CAPEX estimates.
Sustainability is also one of the key strategic pillars in the five-year business strategy for 20242028.
The company does not currently have a transition plan in place in line with the ESRS E1 standard.
Nevertheless, it has already adopted certain emissions reduction and sustainable investment
measures that are currently being implemented. In addition, a comprehensive sustainability strategy
was adopted in 2024, which includes strategic decarbonisation targets, defined actions, timeframes
and planned investments. However, this strategy does not yet constitute a formalised "transition
plan" as defined by ESRS E1.
The company plans to adopt an appropriate transition plan, compliant with ESRS E1 requirements,
including a resilience analysis for the 1.5°C scenario, by the end of 2027 at the latest, ensuring
alignment with legislative requirements and long-term decarbonisation goals.

Graphics


The current targets are not fully aligned with the goal of limiting global warming to 1.5 °C under the
Paris Agreement. Cinkarna Celje’s overarching ambition is to become a net-zero company by 2050,
with further measures to be defined after 2030. A more detailed explanation is provided in section
SBM-1.

Key levers for decarbonisation will primarily focus on renewable energy sources and energy efficiency
measures. Cinkarna Celje, d. d., also conducted a Scope 3 carbon footprint calculation in 2024 and
identified decarbonisation opportunities also in the value chain. It has already identified certain
measures and will address others with suppliers in the coming years.
Figure 1: Scope 1, 2 and 3 CO2 emission reductions by 2030 under the location-based method 73k tonnes of TiO2
Povečaj Zmanjšaj Skupaj
400.000
350.000
300.000
250.000
200.000
150.000
100.000
50.000
-
Emisije 2021
Rast proizvodnje
URE ZP
URE EE
OVE SE
OVE Turbina
Zakup EE
Materiali
Transport
304.197
38.072
-5.688
-4.691
-1.985
-4.719
-
-45.134
-7.080


Cinkarna Celje, d. d., plans to invest approximately EUR 25 million in the execution of its transition
plan.
As part of the Scope 3 calculation, we obtained data on associated emissions for investments realised
in 2021 and 2024 (Category 3.2 purchase/construction of fixed assets). We did not calculate the
carbon footprint for other equipment; however, this will be carried out in 2025.

Cinkarna Celje, d. d., does not currently consider this a material topic, as Scope 3 emissions had not
yet been calculated during the identification of impacts and the development of the sustainability
strategy.

The company discloses its targets and plans related to aligning its economic activities and
investments with the criteria set out in Commission Delegated Regulation (EU) 2021/2139, including
capital expenditure and operating expenditure, in the Report on environmentally sustainable
economic activities and investments section. Investments already implemented or planned are also
partially described in the Implemented and planned investments section.

Pursuant to Article 12(1), points (d) to (g) of Commission Delegated Regulation (EU) 2020/1818, the
company is excluded from the EU benchmarks.




94

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95
Cinkarna Celje’s business strategy is designed for the period 2024–2028 and outlines the company’s
key development directions. We began developing the sustainability strategy in 2023, incorporating
both climate change adaptation and mitigation measures. This strategy was closely linked to financial
planning from the outset, with key sustainability measures integrated into the company’s financial
projections and investment plans.
When the sustainability strategy was formally adopted in 2024, it was approved by both the
Management Board and the supervisory body. Nevertheless, the financial component of the strategy
remained largely unchanged, as the sustainability transition had already been embedded in the
company’s financial planning.
Sustainability is one of the core pillars of the overall business strategy, ensuring a strong connection
between the two documents. Consequently, the sustainability strategy does not function as a
standalone set of activities but rather holistically supports the company’s overarching business
objectives, including long-term competitiveness, environmental impact reduction and cost
optimisation through sustainable solutions.
Company’s progress in implementing the transition plan
Although the company has not yet formally adopted a transition plan in accordance with the
requirements of the ESRS, it is already implementing measures that form the foundation for the
transition to a low-carbon economy. Key activities carried out to date include:
adoption of a sustainability strategy, which includes emission reduction targets,
measures and indicative investments,
identification of Scope 1, 2, and 3 emissions and their recalculation to ensure
comparability with the reporting year,
initial energy and technological improvements aimed at reducing the carbon footprint.
A comprehensive transition plan will be adopted by the end of 2027. However, the measures
implemented in 2024, as described below, are already considered progress towards its gradual
implementation.
Organisational measures for energy efficiency and economical use
In 2024, we continued raising awareness about energy efficiency. This includes:
motivating employees;
providing information on energy consumption characteristics to all employees;
implementing and monitoring soft measures, such as:
o proper lighting, taking into account natural daylight;
o turning off lights in rooms when not in use;
o switching off equipment and consolidating operations into shorter time periods;
o introducing proper temperature regulation and monitoring values;
o proper use of devices and work equipment;
o quick fault reporting system (e.g. air/water leaks, equipment servicing, etc.).
These measures are carried out by members of the energy team, who ensure their implementation
in their respective work areas.
In April 2024, we established an energy management system (EMS) at Kemija Mozirje BU. This will
enable additional savings in this business unit. The estimated annual savings are approximately 3%
of energy, water, heat and drinking water consumption.

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96
Through the implementation of these organisational measures, the total possible savings amount to
approximately 1,249 MWh per year (based on 2021 data). CO
2
emissions are reduced by 144 tonnes
due to electricity (emission factor for electricity used: 0.278 t CO2/MWh) and 149 tonnes due to
natural gas (emission factor for natural gas used: 0.205 t CO
2
/MWh), resulting in a total reduction
of approximately 290 tonnes of CO
2
annually. These figures are based on expert assessments, as
precise measurement is not currently available.
Table 29: Investment measures for the gradual implementation of the transition plan.
Strategic
objective
Type of action and
key activities
Year
Type of
energy
source
Estimated
energy
savings
(MWh)
TGP
emissions
(t CO
2
eq)
Realisation
2024
(MWh)
Realisation
GHG
emissions
(t CO
2
eq)
Note
Energy
efficiency
and
reducing
the carbon
footprint
Scope 1
and Scope
2
Replacement of old
electric motors with
energy-efficient IE3
class motors.
2030
EE
2,280
633
206
57
33 EM units
were replaced,
resulting in a
savings of 206
MWh.
Renovation of outdated
lighting replacement
with LED lights.
2030
EE
864
240
54
15
156 light units
were replaced,
achieving a
savings of 54
MWh.
Replacement of
condensate water
pumps
(Schnackenberg
models M273, M274,
M275). Optimisation of
technological
installations.
2025
EE
753
209
376
104
Modification of the
compressor station to
8.5 bar.
2024
EE
3,000
981
/
/
These actions
were completed
on 26 November
2024, and
therefore, the
actual savings
will be reflected
in 2025. The
initial expected
savings were
1,100 MWh, and
with additional
measures, even
greater savings
can be
achieved.
Developing
renewable
energy
sources
and
reducing
the carbon
footprint of
Scope 2
Installation of solar
power plants:
Marketing building
section, multi-purpose
building, water
preparation (Energy),
and maintenance hall
B.
2024
EE
2,100
583
488
135
The solar power
plants were
constructed by
23 July 2024. In
2024, they
generated 488
MWh of
electricity.
Roof of the Marketing
building.
2024
EE
1,300
361
32
9
A solar power
plant was
completed at the
end of
November 2024,
producing 32
MWh in
December 2024.
Production of electricity
from other constructed
solar power plants.
2024
EE
4,047
1,123
3,903
1,083
The production
from other solar
power plants
was 3,903 MWh.
The total installed capacity of the solar power plants to date is 7.093 MWp. All the produced energy
is consumed for internal needs. This energy significantly reduces CO
2
emissions. The projected annual
production based on installed capacity is 7,507.5 MWh. The anticipated annual production based on
renewable energy measures is 7,150 MWh.

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97
[E1-2] Policies related to climate change mitigation and adaptation
Cinkarna Celje, d. d., has not yet adopted specific climate change mitigation and adaptation policies.
However, in 2024, it obtained ISO 50001 certification, which assists organisations in establishing,
managing, and improving energy efficiency, thereby reducing energy consumption and associated
costs and greenhouse gas emissions. This aligns with ESRS2 IRO-2 62.
Policies related to climate change mitigation and adaptation are still under preparation and will be in
place by 31 December 2025:
Climate change mitigation policy,
Climate change adaptation policy,
Energy efficiency policy,
Renewable energy deployment policy.
ISO 50001 is strongly linked to all of these policies as it focuses on systematic energy management,
which has a direct impact on the reduction of greenhouse gas emissions (GHG), climate change
adaptation, energy efficiency and the use of renewable energy sources.
The table below shows the current quality, environmental, health and safety and energy management
policy. The objectives of this policy include: implementing measures to reduce energy consumption
and GHG emissions, increasing the share of energy consumed from renewable sources, procuring
energy-efficient and environmentally neutral products and services, designing energy-efficient
solutions, reducing the consumption of natural water resources and introducing the reuse of
wastewater (IRO: CO
2
emissions from non-renewable sources, process sources and limited process
water supply during dry periods).
Table 30: Policy for managing material impacts related to climate change mitigation and adaptation
Policy title
Brief description of
key content
Responsibility
for policy
Disclosure of
third-party
standards or
initiatives that
the company
considers in
implementing
the policy
Description of how
the interests of key
stakeholders have
been taken into
account in policy-
making
Availability
Quality,
environmental,
health and
safety and
energy
management
policy
It sets out the
achievement of key
strategic objectives in
the areas of energy
management,
regulatory
requirements, hazard
and risk identification
and management. The
policy is applied to the
company’s own
activities.
Management
Board,
employees
ISO 9001 (quality
management
system),
ISO 14001
(environmental
management
system),
ISO 45001
(occupational
health and safety
management
system)
ISO 50001
(energy
management
system)
In the development of
the quality,
environmental, health
and safety, and
energy management
policy, the company
considered the
interests of key
stakeholders,
including employees,
business partners, the
local community and
regulatory authorities.
It is applied to the
company's own
activities.
www.cinkarna.
si
[E1-3] Actions and resources related to climate change policies
The company has not yet formally adopted a climate policy in accordance with ESRS requirements.
Therefore, the measures presented in the table below are not directly tied to adopted policies, but

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98
rather stem from the company's sustainability strategy, which outlines strategic greenhouse gas
(GHG) emission reduction goals.
The measures were determined based on an analysis of emission sources and an assessment of the
feasibility of technical, process and organisational improvements, and reflect the anticipated direction
of the company's future climate policy. They include targets by emission scope (1, 2), timelines,
expected emission savings and associated required investments.
Table 31:Overview of measures and key activities to reduce CO
2
eq. emissions
Strategic
objective
Type of action and key
activities
Year
Type of energy source
Energy
savings
(MWh)
Reduction of
TGP
emissions
(t CO
2
eq.)
Investmen
t in EUR
Reducing the
carbon footprint
- Scope 1 and
Scope 2
Replacement of old electric
motors with energy-efficient
IE3 class motors
2030
EE
2,280
633
620,000
Avoid 10,500
tonnes of CO
eq. emissions by
implementing
energy efficiency
measures.
Replacement of two old
transformers in TS 70
Neutralisation
Implem
ented
in 2024
EE
53
15
102,132
Renovation of outdated
lighting replacement with
LED fixtures
2030
EE
864
240
440,000
Replacement of
compressors with energy-
efficient models
2030
EE
2,650
736
1,985,000
Optimisation of the existing
steam pipeline 2023
Implem
ented
in 2023
NG
9,486
1,942
162,742
Replacement of the heat
exchanger on acid IT2
2023
Implem
ented
in 2023
no energy savings,
operational safety
/
/
137,539
Replacement of the old acid
fan with a frequency-
controlled fan
2030
EE
2.000
654,555
1,300,000
Replacement of condensate
water pumps Schnackenberg
(M273, M274; M275)
Optimisation of technological
installations
2025
EE
753
246,209
308,682
Replacement of main pumps
at the cooling tower (water
treatment)
(Optimisation of
technological installations)
2025
EE
297
82
180,000
Shutdown of equipment and
consolidation of operations
into shorter periods with the
same power
2030
EE
5,000
1,388
500,000
Optimisation of pre-drying
(replacement of natural gas
with steam)
Implem
ented
in 2023
NG
5,500
1,126
507,563
Calciner preheating of
secondary air (35% of total
gas consumption by 2028)
2028
NG
8,000
1,638
500,000
Energy efficiency
extending the time between
acid maintenance shutdowns
from one year to a year and
a half
2030
NG
4,800
982
0
Modification of the 8.5 bar
compressor station
Implem
ented
in 2024
EE
3,000
833
93,167
Increase the
share of RES in
total electricity
Installation of a solar power
plant on the Polymers and
Rolling plant building
Implem
ented
in 2022
EE
1,650
458
957,448

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99
consumption to
19% and reduce
Scope 2 carbon
footprint
Installation of solar power
plants in the following areas:
KC, Kemija Mozirje,
Graphics, Canteen, Hall A
Implem
ented
in 2023
EE
2.100
583
1.822.061
Installation of solar power
plants: part of the Marketing
building, Transport,
multipurpose rooms, Energy
and Maintenance Hall B
Implem
ented
in 2024
EE
2.100
583
1.220.134
Marketing building roof
Implem
ented
in 2024
EE
1,300
361
786,643
Installation of an electricity
battery storage unit
2030
No energy savings, financial
savings
/
/
3,900,000
Procurement of carbon-free
and low-carbon electricity
(market-based method)
2030
77,000
84,300
115,000
Installation of a steam
turbine for electricity
generation
2026
EE
17,000
4,719
9,500,000
Reduction of
Scope 3 carbon
footprint across
the value chain
Support for suppliers in
transitioning to lower carbon
footprint technologies
2030
45,000
0
Freight transport by sea with
a lower carbon footprint
2030
4,800
0
Freight transport by road
using vehicles powered by
renewable energy sources
2030
2,200
0
Total
25,138,111
Table 32: CO
2
eq. emissions - Scopes 1, 2 and 3 according to location-based and market-based methods - 2021.
Scope
Emissions in t CO
2
eq. 2021 according
location-based method
Emissions in t CO
2
eq. 2021 according
to market-based method
Scope 1
78,763
78,763
Scope 2
28,015
57,059
Scope 3
197,096
197,096
Total
303,874
332,918
Note: Scope 3 was calculated later than Scopes 1 and 2 for the purposes of developing the sustainability strategy.
Table 33: CO
2
eq. emissions - Scopes 1, 2 and 3 according to location-based and market-based methods - 2024.
Scope
Emissions in t CO
2
eq. 2024 according to
location-based method
Emissions in t CO
2
eq. 2024 according
to market-based method
Scope 1
74,180
74,180
Scope 2
24,297
45,023
Scope 3
181,141
181,664
Total
280,141
300,867
Emission reduction measures will be implemented using internal personnel and our own financial
resources.
Capital expenditure is accounted for in the balance sheet as at 31 December 2024 under the property,
plant and equipment item and the impacts on OPEX, through amortisation charge, in the income
statement for the year 2024 from the date the assets are ready for use. All other impacts for future
periods are included in the projected financial statements for the period 2024-2028 in accordance
with the company's 5-year strategy for that period.
Assets acquired by 2023 and in 2024 have been brought into use and as of 31 December 2024 are
no longer under construction.

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100
Capital expenditure intended for the implementation of measures to reduce greenhouse gas
emissions is recognised in the balance sheet as at 31 December 2024 under property, plant and
equipment item.
The impact on profit or loss for 2024 is reflected through the depreciation of assets brought into use
in this year.
Connection to the requirements of Delegated Regulation (EU) 2021/2178 (ii, iii):
The amounts of these investments have also been included in the taxonomy disclosure of
capital expenditure (CAPEX) as partially taxonomy-eligible measures, primarily in the areas
of energy efficiency and the transition to renewable energy sources (RES).
The restated proportion of taxonomy-eligible CAPEX for 2024 was 8.92% of total capital
expenditure.
The measures and investments are aligned with the internal investment plan, which forms
an integral part of the 20242028 five-year strategy, and with the prior decarbonisation
needs analysis.
Assets purchased up to and including 2024 were ready for use by 31 December 2024 and are
therefore no longer shown as unfinished investments. The impact on OPEX of the remaining (planned)
investments will be reflected in the coming years in line with the depreciation dynamics and the
expected entry into service of the individual installations.
Capital expenditure and operating expenditure related to greenhouse gas (GHG) emission reduction
measures are included in the balance sheet as at 31 December 2024 and are also reflected in the
five-year strategic investment plan supporting the implementation of the adopted sustainability
strategy.
A portion of these investments was also assessed against the requirements of Delegated Regulation
(EU) 2021/2178 for reporting on taxonomy alignment. Within its CAPEX disclosures, the company
identified the following investment performance indicators as taxonomy-eligible:
Solar power plants 5.37%,
Electric vehicle transport 1.16%,
Renovation of existing buildings 1.70%,
Installation of electric vehicle charging stations 0.69%.
The data is based on the activity classification under Regulation (EU) 2020/852 and on analyses of
the alignment of individual investments with the applicable technical screening criteria and minimum
safeguards.
Taxonomy-aligned CAPEX for 2024 is disclosed in section 5.2 Environmental Information of this
report.
As part of the implementation of adopted and planned decarbonisation measures, the company has
developed a strategic capital expenditure plan, which includes time-bound and content-specific
investments for the period 20242028 in the following areas:
Energy efficiency,
Renewable energy production,
Low-emission equipment alternatives.
A portion of this capital expenditure has been assessed as taxonomy-eligible, while the remainder
has been identified as potentially aligned with the requirements of Delegated Regulation (EU)
2021/2139.

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101
The total value of capital expenditure related to decarbonisation for the period 20242028 amounts
to EUR 25 million, of which EUR 2.2 million has already been included in the 2024 annual accounts.
This plan has been reflected in the company’s taxonomy-related capital expenditure and forms the
basis for improving the future taxonomy alignment of the company’s capital investments.
[E1-4] Climate change mitigation and adaptation objectives
Cinkarna Celje d. d.'s primary commitment is to become a carbon-neutral company by 2050.
To achieve this goal, we have established strategic targets for the short term (2025), medium term
(the three-year period from 1 January 2026 to 31 December 2028), and long term (from 1 January
2029 to 31 December 2030).
Cinkarna Celje d. d.'s objectives are based on available information, technical expertise and
experience, while considering current trends and best practices in sustainability. We recognise that
methodologies and scientific findings in this field are constantly evolving; therefore, we will regularly
review and update our targets in line with new insights and available data.
To mitigate climate change by 2030, we have set the following objectives, which will be integrated
into policies by the end of 2025:
Table 34: Overview of strategic climate change mitigation objectives by 2030.
Climate change mitigation strategic objective 1:
Reduce the total carbon footprint by 10% using the location-
based method
Climate change mitigation strategic objective 2:
Increase the share of renewable electricity generation to 19%
of total electricity consumption
Climate change mitigation strategic objective 3:
Avoid 10,500 tonnes of CO eq. through energy efficiency
measures
Climate change mitigation strategic objective 4:
Reduce specific electricity consumption by 12%
Climate change mitigation strategic objective 5:
Reduce specific natural gas consumption by 19%
Climate change mitigation strategic objective 6:
Reduce transport-related emissions by 36%
In setting our climate objectives, we have taken into account the anticipated growth in production
across our entire product portfolio. For our core product, titanium dioxide (TiO₂), a 14% increase in
total sales is expected.
Table 35: Overview of location-based emission reductions by 2030.
Scope (location-based
method)
Emissions in t CO
2
eq. in
2021
Percentage change
Emissions in t CO
2
eq. in
2030
Scope 1
78,763
+7 %
84,497
Scope 2
28,015
- 25 %
20,976
Scope 3
197,096
- 15 %
167,499
Total
303,874
- 10 %
272,972
Table 36: Overview of market-based emission reductions by 2030.
Scope (market-based
method)
Emissions in t CO
2
eq. in
2021
Percentage change
Emissions in t CO
2
eq. in
2030
Scope 1
78,763
+ 7 %
84,497
Scope 2
57,059
- 100 %
0
Scope 3
197,096
- 15 %
167,499
Total
332,918
-24 %
251,996
Despite energy reduction measures (5,000 tonnes of CO
2
eq.), the Scope 1 carbon footprint will
increase by 7% compared to 2021 due to production expansion, as the key emissions in this area
stem from the production of our own calcinate.

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102
Scope 2 carbon footprint will decrease by 25% compared to 2021 using the location-based method.
Using the market-based method, the Scope 2 carbon footprint will decrease by 100% through:
Implementation of renewable energy sources, contributing a 15% reduction;
Efficient use of electricity, contributing a 10% reduction;
Procurement of carbon-free and low-carbon electricity, accounting for the remaining 75%
reduction using the market-based method.
Scope 3 emissions are projected to decrease by 15% compared to 2021 due to:
13% reduction in emissions from Category 1 purchased goods and services, and
2% reduction in emissions from Categories 4 and 9 transport and distribution.
To adapt to climate change, we have set the following strategic objectives:
Substantially reduce water extraction from the Hudinja watercourse by using treated
wastewater from the Tremerje CWWTP after 2028;
Reduce process water consumption by 20% by 2028, thereby improving resilience to drought
conditions.
In addition, by backfilling the Za Travnik landfill by 2030, we will strengthen our adaptation to heavy
rainfall, which could otherwise trigger landslides and flooding in the gypsum disposal site.
Table 37: Total GHG emissions broken down by Scope 1 and Scope 2 and material Scope 3.
Base year
2024
2025
2028
2030
Annual
target in %
/ base
year
GHG emissions
2021
Scope 1 GHG emissions
Scope 1
Gross Scope 1 GHG emissions (t CO
2
eq.)
78,763
74,180
77,044
80,996
84,497
+0.8
Scope 1
Share of Scope 1 GHG emissions from regulated
emissions trading schemes (%)
0
Scope 2 GHG emissions
Scope 2
Gross location-based Scope 2 GHG emissions (t
CO
2
eq.)
28,015
24,297
26,179
23,656
20,976
-2.8
Scope 2
Gross market-based Scope 2 GHG emissions (t
CO
2
eq.)*
57,059
45,023
0
Materiality of Scope 3 GHG emissions
Scope 3
Total gross indirect GHG emissions (t CO
2
eq.)
197,096
181,664
190,395
193,153
194,731
-0.1
Scope 3.1
Purchased goods and services
155,125
141,857
149,851
152,022
153,264
-0.1
Scope 3.2
Capital goods
2,609
2,735
2,520
2,557
2,578
-0.1
Scope 3.3
Fuel-and energy-related activities
9,522
9,103
9,198
9,332
9,408
-0.1
Scope 3.4
Upstream transportation and distribution
19,589
15,291
18,923
19,197
19,354
-0.1
Scope 3.5
Waste generated in operations
169
79
163
165
167
-0.1
Scope 3.6
Business travel
30
91
29
30
30
-0.1
Volume 3.7
Employee commuting
1,263
720
1,220
1,237
1,247
-0.1
Volume 3.9
Downstream transportation and distribution
1,589
2,272
1,535
1,557
1,570
-0.1
Scope 3.10
Processing of sold products/services
7,174
9,485
6,930
7,030
7,088
-0.1
Scope 3.12
End-of-life treatment of sold products
27
31
26
26
26
-0.4
The company has set gross greenhouse gas (GHG) emission reduction targets and does not include
GHG removals, carbon credits or avoided emissions as a means of achieving these targets.
The targets are set in absolute values (tonnes of CO₂ equivalent) and are supplemented in the table
above by a percentage reduction relative to the 2021 base year (annual average change between
the 2021 base year and the 2030 target). The types of GHGs covered include CO₂, N₂O and CH₄,
which is consistent with the GHG inventory boundaries defined in accordance with disclosure [E1-6].

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The company ensures target consistency with inventory boundaries by:
including all its controlled emissions in the carbon footprint restatement;
setting reduction targets based on measures for each emission scope;
using energy consumption and appropriate emission factors for Scopes 1 and 2, and engaging
its suppliers to achieve Scope 3 emission targets;
implementing appropriate digital tools for monitoring energy consumption;
ensuring compliance with regulatory requirements.
The company has chosen 2021 as the base year.
The year 2021 was the first year for which the company had the necessary data. It was a year that
was average in terms of production, while also including a prolonged autumn overhaul. Therefore, it
is not appropriate to refer to this year as one with an above-average carbon footprint. The year 2022
is not suitable as a base year, as it was a record year in terms of sales and one of the highest
production capacity years. The carbon footprint in that year would be exceptionally high, making it
relatively easy to show reductions in the carbon footprint in subsequent years. Similarly, the year
2023 is not suitable as a base year, as it was one of the worst years in terms of titanium dioxide
production. From May onwards, production was only at half capacity due to market conditions, and
a major overhaul was also carried out in the autumn. The carbon footprint would be exceptionally
low and would not reflect the actual situation. Furthermore, the selected year is appropriate from
the perspective of environmental impacts. Emissions to the environment, based on the production
capacities for the given year (specific emissions), are the most realistic.
The company's targets are not science-based and are incompatible with the 1.5°C global warming
limit of the Paris Agreement. In setting its targets, the company has considered production growth
up to 2030 and production volumes:
73,000 tonnes of titanium dioxide pigment, increased by 14%, including the production of
ultra-fine titanium dioxide (20 tonnes);
215,000 tonnes of sulphuric acid (VI) production, increased by 23%;
210,000 tonnes of white gypsum (CEGIPS), increased by 25%;
2,500 tonnes of powder coatings, increased by 85%;
11,000 tonnes of masterbatches, increased by 110%;
2,350 tonnes of copper products, increased by 55%;
production in Polymers BU increased by 85%.
All of the decarbonisation levers listed below have been identified and quantified in the context of
the company's sustainability strategy, where they are linked to the 2030 GHG emission reduction
targets. Their implementation is scheduled in accordance with the company's investment plan and
represents the key pillars for achieving the planned reduction in gross Scope 1 and 2 emissions.
Natural gas energy efficiency: 5,688 tonnes of CO
2
equivalent;
Electricity energy efficiency: 4,691 tonnes of CO
2
equivalent;
Installation of a steam turbine for electricity generation: 4,719 tonnes of CO
2
equivalent;
Procurement of carbon-free and low-carbon electricity (market-based method): 84,300
tonnes CO
2
equivalent;
Electricity generation from solar power plants: 1,985 tonnes of CO
2
equivalent;
Assisting suppliers in transitioning to lower-carbon footprint technologies: 45,000 tonnes of
CO
2
equivalent;
Lower-carbon footprint freight transport: 7,000 tonnes of CO
2
equivalent.
The quantitative contributions of individual decarbonisation levers have been assessed based on the
emission factors also used in the company's carbon footprint calculation, ensuring methodological
consistency. To estimate the impact of each measure, we used data on expected energy, fuel or

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other emission source savings and multiplied them by the appropriate emission factor (in tonnes of
CO
2
equivalent).
Calculations are based on the 2021 base year and reflect the difference between a "no-action"
scenario and the planned implementation of measures. For Scope 2 emissions, we used the market-
based method in accordance with the GHG Protocol and ESRS.
Cinkarna Celje, d. d. used the results of the analysis of several climate scenarios to determine the
decarbonisation levers, including the SPP1-1.9 scenario, which is compatible with limiting global
warming to 1.5 °C, and the SPP3-7.0 scenario, which reflects a less ambitious climate response.
These scenarios were used to identify key trends and events that could affect the company's business
environment:
environmental: higher prices for emission allowances, pressure to reduce GHG emissions in
production;
social: increased expectations of employees and local communities for sustainable behaviour;
technological: need to switch energy sources, the introduction of carbon capture
technologies;
market: growing demand for low-carbon products and reduced competitiveness for carbon-
intensive ones;
political: EU regulation and pressure from financial institutions.
These trends formed the basis for determining the company's main decarbonisation levers, including:
Gradual transition to renewable energy sources;
Reduction of energy consumption and improvement of the efficiency of existing systems;
Enhancement of the environmental profile of existing products based on LCA (Life Cycle
Assessment) results.
Table 38: Links between events, trends and decarbonisation levers
Events
Trends
Decarbonisation levers
Environmental
Tightening of emissions regulation (ETS), higher
CO prices
Energy efficiency, reduction of fossil fuels
Social
Increased sustainability expectations from
employees, local communities and customers
Raising employee awareness, improving transparency of
ESG communication, integrating sustainability criteria
into decisions
Technological
Demands for low carbon technologies, lack of
technologies to reduce process emissions
Monitoring new technologies, pilot tests, long-term
investments
Market
Demand for sustainable products, higher costs for
carbon-intensive ones
Optimisation of production phases with high emission
intensity, based on the results of LCA analyses
Political/regulatory
EU regulation, ESG expectations of financial
institutions
Transition to renewables, improving ESG profile for
access to finance
[E1-5] Energy consumption and mix
Table 39: Energy consumption by energy source in 2021 and 2024
Energy source
Unit
Year 2021
Year 2024
(1) Consumption of fuel from coal and coal-derived products
MWh
0
0
(2) Consumption of fuel from crude oil and oil products
MWh
1,531.1
1,447.8
(3) Consumption of fuel from natural gas
MWh
127,222.3
114,170.0
(4) Consumption of energy from other fossil fuel sources
MWh
0
0
(5) Consumption of purchased or procured electricity, heat,
steam and cooling from fossil fuel sources
MWh
75,319.3
45,344.4
(6) Total fossil fuel energy consumption (calculated as the
sum of lines 1 to 5)
MWh
204,072.7
160,962.2

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Percentage of fossil fuel sources in total energy
consumption
%
51,649.6
40.8
(7) Consumption of energy from nuclear sources
MWh
13,875.1
35,981.3
Percentage of nuclear energy sources in total energy
consumption
%
323.4
9.1
(8) Consumption of fuel from renewable energy sources,
including biomass (comprising industrial and municipal biological
waste, biogas, renewable hydrogen, etc.)
MWh
450.3
539.9
(9) Consumption of purchased or procured electricity, heat,
steam and cooling from renewable energy sources
MWh
11,715.7
15,447.8
(10) Consumption of self-generated energy from non-fuel
renewable energy sources
MWh
181,619.2
181,105.6
(11) Total renewable energy consumption (calculated as the
sum of lines 8 to 10)
MWh
193,785.2
197,093.3
Percentage of renewable energy sources in total energy
consumption
%
45,247.0
50.01
Total energy consumption (calculated as the sum of lines 6,
7 and 11)
MW
411,733.0
394,036.8
Energy consumption by energy source for 2021 and 2024 is compiled using data from energy bills
for purchased energy and data from meters entered into the business system. The table includes
category breakdowns of generated electricity, based on primary source composition data for
electricity generation provided by the electricity supplier. As the primary source composition data for
2024 electricity generation will not be published until June 2025, we have used the 2023 primary
source composition data to allocate 2024 electricity consumption. Upon receipt of the 2024 data, we
will adjust the values accordingly and publish them in Cinkarna Celje, d. d.'s 2025 Annual Report.
The company does not use coal or coal-derived products as fuel. Similarly, we have no energy
consumption from other fossil sources that would fall under item (4). Consumption of extra-light fuel
oil, petrol, diesel fuel and propane is included under item (2): Fuel consumption from crude oil and
oil products.
The energy data has not been independently audited or verified by an external body. We will explore
the possibility of independent verification in the future to improve reporting reliability.
Table 40: Electricity production from own sources
Electricity production from own sources
Year 2021
Year 2024
MWh
0
4,423,625
Energy intensity (see Table 6) is presented in MWh/EUR and calculated as the ratio between total
energy consumption (numerator) and net revenue (denominator).
The net revenue data for Cinkarna Celje, d. d., as a whole is as follows:
2021: EUR 192,462,100;
2024: EUR 200,285,413.
Total energy consumption:
2021: 411,733.0 MWh;
2024: 394,036.8 MWh.
Table 41: Energy intensity of Cinkarna Celje, d. d. for 2021 and 2024
Indicator
Year 2021
Year 2024
Energy intensity of the company in MWh/EUR
0.002139
0.002041967
Formula: EID= Total energy consumption from activities (MWh)/Net revenue (EUR) [E1-5 41]

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High climate impact sectors are industries that contribute significantly to greenhouse gas emissions
and environmental footprint, while also playing a pivotal role in the transition to a low-carbon
economy. In accordance with the EU NACE classification of economic activities, Cinkarna Celje, d. d.,
is classified under C 20 Manufacture of chemicals and chemical products, specifically in 20.12
Manufacture of dyes and pigments. Pursuant to Delegated Regulation (EU) 2022/1288 supplementing
the EU Benchmarks Regulation (EU BMR), the chemical and pigment manufacturing sector is
classified as a carbon-intensive industry. Therefore, Cinkarna Celje, d. d.'s entire operation falls
within a sector with a high climate impact, necessitating systematic measures to reduce greenhouse
gas emissions and transition to sustainable production processes.
Revenue is reconciled with the profit and loss item revenue from contracts with customers, which
amounts to EUR 200,285,413.
[E1-6] Gross Scopes 1, 2, 3 and total GHG emissions
For 2021, we have calculated the company's carbon footprint under the GHG Protocol for Scopes 1,
2 and 3. The company's carbon footprint report serves as a basis for subsequent decision-making
and important business decisions.
The carbon footprint for Cinkarna Celje, d. d., was prepared by external contractors based on the
guidelines, recommendations and principles defined in the standard for calculating the carbon
footprint at the organisational level EN ISO 14064-1:2019 and the GHG Protocol
(9)
. The reference
year of the collected data taken into account in the calculation of the carbon footprint is 2021.
Table 42: CO
2
eq. emissions - Scopes 1, 2 and 3 according to location-based and market-based methods.
Scope
Emissions in t CO
2
eq. in 2021 according to
location-based method
Emissions in t CO
2
eq. in 2021 according to
market-based method
Scope 1
78,763
78,763
Scope 2
28,015
57,059
Scope 3
197,096
197,096
Total
303,874
332,918
Table 43: Scope 3 Categories
Scope 3 Categories
Emissions [t CO e]
Market-based
method
%
Cat 1 - Purchased goods and services
155,125
78.58
Cat 2 - Capital goods
2,609
1.32
Cat 3 - Fuel-and energy-related activities
9,522
4.99
Cat 4 - Upstream transportation and distribution
19,589
9.92
Cat 5 - Waste generated in operations
169
0.09
Cat 6 - Business travel
30
0.02
Cat 7 - Employee commuting
1,263
0.64
Cat 8 - Upstream leased assets
not relevant
not relevant
Cat 9 - Downstream transportation and distribution
1,589
0.80
Cat 10 - Processing of sold products
7,174
3.63
Cat 11 - Use of sold products
not relevant
not relevant
Cat 12 - End-of-life treatment of sold products
27
0.01
Cat 13 - Downstream leased assets
not relevant
not relevant
Cat 14 - Franchises
not relevant
not relevant
Cat 15 - Investments
not relevant
not relevant
Total
197,096
100

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Table 44: Sources of emission factors
Scope
2021
2024
Scope 1
Sphera MLC Database,
DEFRA Database
Sphera MLC Database
Scope 2
Sphera MLC Database (location method);
AIB Residual Mixes (market method)
Sphera MLC Database (location
method); AIB Residual Mixes (market
method)
Scope 3 Cat 1 - Purchased goods
and services
Sphera MLC Database;
SupplyChainGHGEmissionFactors_v1.3 by
NAICS-6
Sphera MLC Database;
SupplyChainGHGEmissionFactors_v1.3
by NAICS-6
Scope 3 Cat 2 - Capital goods
SupplyChainGHGEmissionFactors_v1.3 by
NAICS-6
SupplyChainGHGEmissionFactors_v1.3
by NAICS-6
Scope 3 Cat 3 - Fuel- and energy-
related activities
Sphera MLC Database, DEFRA - GHG
reporting: conversion factors 2021
Sphera MLC Database
Scope 3 Cat 4 - Upstream
transportation and distribution
Sphera MLC Database;
SupplyChainGHGEmissionFactors_v1.3 by
NAICS-6
Sphera MLC Database;
SupplyChainGHGEmissionFactors_v1.3
by NAICS-6
Scope 3 Cat 5 - Waste generated in
operations
Sphera MLC Database
Sphera MLC Database
Scope 3 Cat 6 - Business travel
DEFRA - GHG reporting: conversion factors
2021
DEFRA - GHG reporting: conversion
factors 2024
Scope 3 Cat 7 - Employee
commuting
DEFRA - GHG reporting: conversion factors
2021
DEFRA - GHG reporting: conversion
factors 2024
Scope 3 Cat 9 - Downstream
transportation and distribution
Sphera MLC Database
Sphera MLC Database
Scope 3 Cat 10 - Processing of sold
products
Sphera MLC Database; Knauf EPD
Sphera MLC Database; Knauf EPD
Scope 3 Cat 12 - End-of-life
treatment of sold products
Sphera MLC Database
Sphera MLC Database
Scope 1 GHG emissions include all direct greenhouse gas emissions from energy consumption within
our own operations, calculated in accordance with the GHG Protocol. Energy consumption includes
all direct energy sources (natural gas and fuel oil) at our own sites (production plants, warehouses
and offices) and in our own vehicles. Greenhouse gas emissions are calculated as energy
consumption multiplied by the relevant emission factors.
Scope 2 GHG emissions include indirect greenhouse gas emissions from the generation of purchased
and consumed electricity, calculated in accordance with the GHG Protocol.
Both the location-based and market-based methods are calculated by applying country-specific
emission factors to the quantity of purchased energy.
The market-based method incorporates renewable electricity procured through power purchase
agreements (PPAs), renewable energy certificates (RECs) or guarantees of origin (GoOs).
Scope 3 GHG emissions cover indirect greenhouse gas emissions from both upstream and
downstream value chain activities.
Scope 3 emissions are calculated in accordance with:
GHG Protocol Corporate Value Chain (Scope 3) Standard,
Scope 1 & 2 GHG Inventory Guidance.
Cinkarna Celje, d. d., does not report Scope 3 emissions in the following categories:
Category 8 - Upstream leased assets: The company does not lease premises or other assets;
therefore, this category is excluded.
Category 11 - Use of sold products: This category is not relevant for Cinkarna Celje, d. d., as its
products do not cause direct emissions during the usage phase, but contribute to indirect emissions

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during the usage phase. According to the GHG Protocol, reporting of indirect end-of-life emissions is
optional. Therefore, this category is excluded.
Category 13 - Downstream leased assets: Cinkarna Celje, d. d., does not manage leased assets
outside its organisational boundaries. All relevant assets are either owned or under its operational
control. Therefore, Scope 3 category 13 is not relevant to Cinkarna Celje, d. d.'s operations and is
excluded from the scope 3 emission inventory.
Category 14 - Franchises: Cinkarna Celje, d. d., does not operate franchises, therefore this category
is excluded from the emission inventory.
Category 15 Investments: Cinkarna Celje, d. d., has no investments that are outside its
organisational boundaries or operational control. Therefore, this category is excluded from the
emission inventory. Investments in machinery and equipment are accounted for in Category 2. The
data for Scope 3 include a higher degree of uncertainty in the measurement as they are based on
indirect data. Details by Scope 3 category:
Cinkarna Celje, d. d., reports Scope 3 emissions in the following categories:
Category 1 - Purchased goods and services: Includes emissions from the production and processing
of raw and indirect materials, as well as production by third parties and other goods and services.
Category 2 - Capital goods: Includes emissions from investment in construction, installation,
maintenance and repair, calculated on the basis of the corresponding consumption of resources.
Category 3 - Fuel- and energy-related activities: Includes emissions from the extraction, processing,
transport of purchased fuels and energy not included in Scopes 1 and 2.
Category 4 - Upstream transportation and distribution: Includes emissions related to the transport,
not owned by Cinkarna Celje, d. d., of purchased raw materials and sold products that have been
paid for by Cinkarna Celje, d. d.
Category 5 - Waste generated in operations: Emissions from external waste management generated
at Cinkarna Celje, d. d. Emissions are calculated based on the weight of waste generated and the
type of waste.
Category 6 - Business travel: emissions from business trips by employees financed by Cinkarna Celje,
d. d., reimbursement of the costs of different modes of transport (mileage) and reimbursement of
accommodation and meals. Emissions are calculated on the basis of travel agency reports for air
travel and financial data for other activities. Business trip data from 2022 was used to represent a
typical financial year for Cinkarna Celje, d. d., as 2021 was affected by the Coronavirus pandemic.
Category 7 - Employee commuting: emissions from employee transport between home and work.
Category 9 - Downstream transportation and distribution: emissions from distribution by third parties
not financed by Cinkarna Celje, d. d.
Category 10 - Processing of sold products/services: emissions resulting from the further processing
of our products sold. When calculating the carbon footprint, the lack of accurate data from customers
meant that we relied on experience and reasonable assumptions.
Category 12 - End-of-life treatment of sold products: emissions from the end-of-life treatment of
products sold, including packaging materials of Cinkarna Celje, d. d.

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Emissions data has not been independently audited or validated by an external body. In the future,
we will consider the possibility of independent verification in line with ESRS standards and the GHG
Protocol in order to improve the transparency and reliability of reporting.
Table 45: Gross Scope 1 GHG emissions
Scope
Emissions in t CO2 eq.
2021 according to location-
based method
Emissions in t CO2 eq.
2024 according to location-
based method
Scope 1
78,763
74,180
Share of Scope 1 GHG emissions from regulated emissions
trading schemes
25,376
23,273
Cinkarna Celje, d. d., is subject to emissions trading under the European Union Emissions Trading
Scheme (EU ETS). The table below presents data on the Company's allowances received, sold and
used, both in terms of the number of allowances and their value in EUR.
The percentage of Scope 1 GHG emissions from regulated emissions trading schemes for 2021 is
32.2%, and 31.4% for 2024.
Table 46: Presentation of allowances received, used and sold for carbon offsetting purposes
EU-ETS emissions trading
2021
2024
Number of
allowances
Value in EUR
Number of
allowances
Value in EUR
Emission allowances received
40,397
2,136,597
36,788
2,387,909
Emission allowances sold
13,000
436,560
0
0
Emission allowances used
25,376
1,342,137
0
0
Biogenic CO
2
emissions from the combustion or biodegradation of biomass not included in Scope 1
GHG emissions amounted to 7,150.44 t C.
The Company reduced its emissions by purchasing carbon-free energy certificates from a nuclear
power plant. Based on the Certificate of Cancellation of the Guarantee of Origin of Electricity issued
by the Energy Agency of the Republic of Slovenia, which confirms that 24,500 MWh of electricity was
generated in nuclear power generation facilities for the year 2024.
The primary source electricity composition from the electricity supplier for 2023 shows that the
emission factor for carbon dioxide is 389,840 t CO2/MWh, whereby this factor is 339 t CO2/MWh for
Cinkarna Celje, d. d.
Electricity generated in nuclear power plants is treated in the same way as energy generated from
renewable sources, i.e. it is treated as zero-emission.
Primary data on emissions from suppliers and other partners in the value chain are not included in
the basic scope 3 calculation.
Cinkarna Celje, d. d., does not have data on biogenic CO
2
emissions from combustion or
biodegradation of biomass that occur along the value chain and are not included in the scope 3 GHG
emissions.

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GHG intensity
Table 47: Total GHG emissions per net revenue
Indicator
2021
2024
GHG intensity in tCO2/EUR location method
0.00158
0.00139
GHG intensity in tCO2/EUR market-based method
0.00173
0.00150
The net revenue for 2024 used for the calculation of the GHG intensity is aligned with the profit and
loss item in the Revenue from contracts with customers, which equals 2,285,413 (see Note 20 in
the financial section of the Report). Net revenue for the 2021 financial year amounted to EUR
192,462,100.
[E1-7] GHG removal and GHG reduction projects financed with carbon credits
The company did not have any GHG reduction projects financed with carbon credits in 2024.
[E1-8] Internal carbon pricing
The Company does not use an internal carbon pricing scheme to make decisions or to promote the
implementation of climate-related targets and policies.
[E1-9] Anticipated financial effects from material physical and transition risks and
potential climate-related opportunities
The recalculations of gross and residual risks in the table below are based on estimated costs and
production losses. The recalculation takes into account fixed costs per tonne of TiO
2
.
Gross risk is the amount of risk before measures are taken to manage said risk, and residual risk is
the amount after risk management measures are taken. If the probability is more than 1x per year,
the risk is doubled.
Table 48: Acute physical risks
RISK
PERIOD
GROSS RISK
RESIDUAL RISK
RISK
CLASSIFICATION
in EUR
in EUR
Restricted process water supply during
drought periods
SHORT-TERM
3,850,000
7,700,000
PHYSICAL
Heavy precipitation due to climate
change (floods, landslides) which could
affect the barrier being breached
LONG-TERM
246,000,000
4,920,000
PHYSICAL
The residual value of both risks represents 4.7% of the total assets of Cinkarna Celje, d. d., as at 31
December 2024.
If events related to these risks do in fact occur, they will have a negative impact on the income
statement and consequently on the cash flow and balance sheet.
The cash amount of assets with significant acute physical risk before adaptation measures amounts
to EUR 249.9 million, representing 92% of the balance sheet total of the Company as at 31 December
2024. We have not identified any material assets exposed to chronic physical risks.
The risks relate to the following:
restricted process water supply during drought periods (short-term);
breach of the barrier (dam) due to extreme precipitation events (long-term).

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Adaptation measures (alternative water source, monitoring and stabilisation of the barrier body)
reduce the potential financial damage by more than 95%, with a residual exposure after
implementation of the measures estimated at 4.7% of the balance sheet total.
The location of the material physical risks is the European Union - Slovenia (Eastern Slovenia Celje
according to NUTS 2).
The proportion of assets addressed by the measures is 64% (TiO
2
assets).
The cash amount of EUR 168,728,022 or 84.2% of the net revenue from the sale of the TiO
2
core
product in relation to the total revenue of Cinkarna Celje, d. d., is revenue from operating activities
that carries a material physical risk over the short, medium and long-term horizons. See chapter IV
Segment reporting in the financial section of the Report.
Restricted process water supply during drought periods
We have carried out a financial assessment of the sustainability-related risks and opportunities facing
our Company. In doing so, we have taken into account the interrelationships between impacts and
dependencies, recognising that drought may result in water supply restrictions as the flow rate could
fall during this period below the ecologically acceptable flow, which represents the lower limit for the
abstraction licence in the water permit. The suspension of extraction would result in an immediate
halt in the production of titanium dioxide, the Company's core product. Based on past droughts and
climate projections, there is a likelihood that a drought will occur twice a year and that extraction
would have to be stopped for 60 days each time. Cinkarna Celje, d. d., has a permit which also allows
it to use drinking water in the technological process. Due to technical constraints, the possibility of
using 120 m3 of water per hour is not sufficient for maximum production, but would mean that
Cinkarna Celje, d. d., would produce proportionally fewer tonnes each day. This would result in an
increase in fixed costs for 60 days, and on the probability that this could happen twice a year, this
risk could represent an amount of EUR 7,700,000 per year, which would have a negative impact on
our financial standing.
The risk was assessed on the basis of Hudinja river discharge data and climate projections (Slovenian
Environment Agency - ARSO, IPCC), using the average loss of production per day and the fixed costs
at reduced capacity to estimate the financial effect. The risk is a short-term one.
Heavy precipitation due to climate change (floods, landslides) which could affect the
barrier being breached
The estimated fixed costs would be EUR 57,901,417 + rehabilitation of the barrier EUR 2,000,000
consequence mitigation.
The rehabilitation cost is calculated from a spill that occurred in Hungary in 2010 at Ajka when 1.1
million m3 of red mud spilled from a similar barrier. The rehabilitation cost was EUR 141 million at
the time, which would be EUR 188 million in today's terms. Given that the pH was high and the
environmental damage was enormous, such rehabilitation will not be necessary, but we could have
2-3 times more material spilled here.
The assessment is based on internal engineering modelling, the volumes of water and mud contained
and a comparable historical event (Ajka, 2010). The scenario involves a low probability but a very
high impact, so it is a long-term physical risk with high materiality.

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Political and legal decisions related to CO
2
eq.
Cinkarna Celje, d. d., operates in the context of increasingly stringent environmental regulations
affecting the management of greenhouse gas (GHG) emissions. Political and legal decisions at
national and European levels, in particular in the context of the EU Emissions Trading Scheme (EU
ETS), can pose a significant financial and operational risk to the Company's business. According to
Bloomberg and Enerdata, allowances are expected to rise to a price between EUR 147-200/tonne in
2031. Based on production growth, we will still need about 24,000 allowances, i.e. a new value of
24,000 x EUR 200 = EUR 4,800,000. Estimated data for 2031 is not taken into account in the financial
statement projections as the period until 2031 exceeds the 5-year planned strategic period of the
financial statements. If the estimated event actually occurs, this will have a negative impact on the
Company's income statement and cash flow.
The Company estimates that the assets of the TiO2 core product amounting to EUR 59,541,459 as
at 31 December 2024 are exposed to the previously defined material physical risk. To mitigate this
risk, the Company's five-year business strategy includes a plan for an investment in the use of
process water from the Tremerje CTP and the substitution of the water source from the Hudinja River
in the amount of EUR 12,100,000, which will not change the expected service life of the existing
fixed assets. The investment will be carried out by 2028 and financed from the Company's own funds.
Table 49: Transition risks
RISK
PERIOD
GROSS RISK IN
EUR
RESIDUAL RISK
IN EUR
RISK
CLASSIFICATION
Political and legal decisions related to
CO
2
eq.
LONG-TERM
4,800,000
800,000
TRANSITION
EUR 4.8 million is the monetary amount that carries a material transition risk over the short, medium
and long-term horizons before taking into account climate change mitigation measures.
The Company's operating expenses will increase by EUR 4.8 million, which has a negative impact on
the income statement over the long-term period after 2030 in the amount of EUR 4.8 million, which
exceeds the period of the set five-year business strategy.
The share of assets that carry a material transition risk and are addressed by climate change
mitigation measures amounts to 64% as of 31 December 2024 (the share of the core product assets
in total assets).
In the years from 2022 to 2024, the Company allocated EUR 5,902,436 to mitigate the transition
risk and will thereby increase the value of its assets in the balance sheet and gradually charge the
profit and loss through depreciation from the date of their activation. The Company has assessed the
effects on future financial performance and position in relation to assets and operating activities that
carry a material transition risk by assessing the useful lives of these assets, which have the effect of
reducing the transition risk and impacting the Company's profit or loss in future years through the
accounted annual depreciation, assuming that the assets will be depreciated over their useful lives.
The effects of the assessment of future impacts are taken into account in the Company's strategic
statements for the 2024-2028 period.
The share of assets that carry a material transition risk and are addressed by climate change
mitigation measures amounts to 64%. The Company will invest EUR 25,023,111 in the transition risk
mitigation period and, at the same time, start using the assets. This will increase the Company's
property from the date of activation of these assets and, through depreciation, affect the income
statement, which is taken into account in the 2024-2028 business strategy.

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The Company estimates that the assets of the TiO2 core product amounting to EUR 59,541,459 as
at 31 December 2024 are exposed to the previously defined material transition and physical risk. To
mitigate risks, the Company has planned investments in energy efficiency and renewable energy
sources in the amount of EUR 25,023,111 in the five-year business strategy and an additional two-
year period, which will not change the expected useful life of the existing fixed assets or there will
be no need to withdraw or write off assets that still have a net present value at the time. Investments
will be made until 2030 and financed from own funds. The Company has defined the medium and
long-term periods (for the definition of periods, see the table Physical and transition risks - gross
and residual risks) and accordingly defined the useful lives of assets defined in the Company's
strategy for the 2024-2028 period.
The Company discloses the total value of energy-efficient real estate (buildings) in the amount of
EUR 38,846,617 (see the Company's statement of financial position in the financial section of the
Report) the energy consumption of which is based on internal energy efficiency assessments. The
Company does not have real estate assets broken down by energy class as all assets belong to one
energy class.
There are no liabilities recognised in the financial statements over the short, medium and long-term
horizons from the Anticipated financial effects from material transition risks.
The cash amount of EUR 168,728,022 or 84.2% of the net revenue from the sale of the TiO
2
core
product in relation to the total revenue of Cinkarna Celje, d. d. is revenue from operating activities
that carries a material transition risk over the short, medium and long-term horizons. See chapter
IV Segment reporting in the financial section of the Report.
The amount of assets of the TiO2 core product as of 31 December 2024 amounts to EUR 59,541,459,
which represents a part of the assets defined in the Company's statement of financial position under
the item Property, plant and equipment. The amount of sales revenues of EUR 168,728,022 or 84.2%
of the net revenue from the sale of the TiO
2
core product in relation to the total revenue of Cinkarna
Celje, d. d., is revenue from operating activities that carries a material physical risk and a material
transition risk over the short, medium and long-term horizons. See Chapter IV Segment reporting in
the financial section of the Report and the income statement item Revenue from contracts with
customers (the revenue of the core product is included under the total revenue of the Company in
the total amount of EUR 200,285,413).
As part of our strategy to reduce our carbon footprint and increase energy efficiency, we have defined
a series of actions that will contribute to optimising energy use and consequently to significant
financial savings. We expect the implemented measures to enable total savings of EUR 5,159,304 by
2030.
By optimising processes, improving energy efficiency and introducing advanced technologies, we
expect total electricity savings of 41,047 MWh by 2030. Taking into account the average electricity
price in 2024, this will result in financial savings of EUR 4,186,794.
By reducing dependence on fossil fuels, optimising processes and gradually switching to alternative
energy sources, we expect to save 27,786 MWh of natural gas by 2030. Given the average price of
natural gas in 2024, this will result in savings of EUR 972,510.
Our methodology comprehensively covers processes and facilities that enable systematic reduction
of energy consumption and optimisation of the use of low-carbon resources. We take into account
best practices in energy efficiency, digitisation and automation, which ensures long-term
sustainability of savings.

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With a comprehensive approach to reducing greenhouse gas emissions and optimising energy
sources, we strengthen the financial resilience and long-term sustainability of our operations.
We do not expect any changes in the sales range related to net revenues from low-carbon products
and services.
5.3.1 [E2] Pollution
[E2 IRO-1] Description of the process to identtify and assess material pollution -related
impacts, risks and opportunities
Cinkarna Celje, d. d., has put in place procedures for identifying and assessing actual and potential
risks and opportunities related to pollution. It has carried out a detailed analysis of the geographical
locations of its plants (Celje and Mozirje locations) in order to identify areas with a high risk of
pollution (proximity to water sources, densely populated areas and ecologically important areas).
Employees (each in their respective professional field) were engaged in the consultations related to
identifying impacts, risks and opportunities related to pollution, and we also consulted with other key
stakeholders, including affected communities, namely the local community.
We have reviewed the impacts of our own activity and are gradually carrying out a due diligence of
the value chain due to the scope and difficulty of obtaining data. In the future, we will expand the
scope of the due diligence and thus obtain comprehensive information for a precise assessment of
potential and actual negative impacts, risks and opportunities also for the value chain. A survey was
also conducted among key stakeholders that helped us identify the impacts of our own activity.
The results of the monitoring of emissions into the air, water and soil, the state of the environment,
assessment of compliance with legislation and other available data were also used to assess the
impacts.
The Company is aware of its impacts on the environment and affected communities, primarily
through its current and past production activities. For this purpose, numerous studies of the state of
soil and groundwater were conducted, which showed that the burden on soil and groundwater at the
Celje site and at associated locations (such as the Waste Disposal Facilities and the Non-Hazardous
Waste Landfill (currently in the process of being closed down)) is primarily a result of historical
industrial burdens. The industrial activity of Cinkarna Celje, d. d., dates back to a period when
environmental legislation was not strict enough, and awareness of the impacts of industry on the
environment and health was significantly lower than today. The result is environmental burdens that
still affect the quality of soil and groundwater in production facilities and their surroundings today.
The table below shows the impacts, risks and opportunities (IRO) that are identified as material, i.e.
for the activities of Cinkarna Celje, d. d., (at the Celje and Mozirje sites), in particular from the
production of titanium dioxide (TiO₂).

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Table 50: Material impacts, risks and opportunities (IRO) for the E2 area
Material impacts, risks
and/opportunities
Definition
Location/value chain
Time period
Own activity
Downstream part
of the value chain
Upstream part of
the value chain
Short-term
Medium
-term
Long-term
Air pollution
Emissions into the air
of SO2, H2S, other
gases
Actual negative impact
x
x
Other CO
2
emissions
(process sources)
Actual negative impact
x
X
Emissions into the air -
particulate matter
(dust)
Actual negative impact
x
x
Water pollution
Emissions into rivers -
sulphate
Actual negative impact
x
x
Emissions into
groundwater in areas
of old burdens
Actual negative impact
x
x
Substances of concern and high concern
Substances of concern
Actual negative impact
x
x
Substances of very
high concern
Actual negative impact
x
x
Risk of amendments to
the legislation in the
field of production and
use of our products
Risk
x
x
x
The general procedure for preparing a double materiality is described in more detail in ESRS 2 [SBM-
3].
The production activities of Cinkarna Celje, d. d., cause emissions of substances into the air and
water. This causes pollution of air and surface water. The emissions of substances are a result of
processes in the chemical industry, mainly from the production of titanium dioxide. The Company
has installed appropriate treatment plants in accordance with BAT techniques at all discharge outlets.
Discharges of treated gases from treatment plants into the air (mainly sulphur oxides, hydrogen
sulphide, particulate matter in the form of dust and other gases such as carbon dioxide) still affect
the quality of the outdoor air or elevated existing pollution. Discharges of treated wastewater are
discharged into surface waters, mainly involving pollution with sulphates, which have an impact on
the chemical status of watercourses. Historical industrial activity, which was being carried out mainly
at the Celje site and at the Bukovžlak landfill, has caused pollution of soil and groundwater. Past
practices, such as the use of industrial waste as construction material, now contribute to the leaching
of these pollutants, which affects the quality of groundwater in these areas and can indirectly affect
the quality of surface water. Air, water and soil pollution can negatively affect human health and
quality of life, as well as the public reputation of the Company for causing pollution.
The Company cannot completely avoid the use of hazardous chemicals, including substances of
concern and substances of very high concern, in its production activities. The listed substances or
hazardous chemicals may pose a risk to people and the environment as a result of them being used.
The Company ensures compliance of the use and production of hazardous chemicals with the REACH
regulation (Regulation EC 1907/2006 concerning the Registration, Evaluation, Authorisation and
Restriction of Chemicals) and the CLP (Regulation EC 1272/2008 on the classification, labelling and
packaging of substances and mixtures), which is based on the Globally Harmonised System (GHS).

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We monitor, identify and assess the impacts and risks in the field of pollution. In doing so, we use
available data from our own monitoring of emissions of substances into water and air, the monitoring
of surface water in the vicinity of our sites, monitoring of the status of groundwater and soil, noise,
waste, use of hazardous substances, monitoring of incidents, and complaints from affected
communities. We evaluate identified impacts and risks, take measures as appropriate, and regularly
report on environmental indicators. We also monitor other available monitoring results and findings
from the field of pollution in the vicinity of our own activities, among others the information on past
pollution incidents and their consequences (historical data). We also pay attention to anticipated
changes in production processes by determining how these changes could affect the environment
(applications for changes to environmental permits with a definition of actual and anticipated
impacts, definition of BAT techniques). Last year, we also started conducting a review of the impacts
in the value chain. Although the Company has identified several value chains, we focused on the key
value chain related to TiO
2
production (the upstream part).

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[E2-1] Policies related to pollution
Table 51: Key policies for managing material impacts related to the prevention and control of pollution in the areas of air, water and soil pollution and the substitution and reduction of the use of
substances of concern and very high concern
Title of policy,
code, regulation
Description of key content
Responsibility for
the policy
Disclosure of third-party
standards or initiatives that the
Company considers when
implementing the policy
Description of consideration
of the interests of key
stakeholders in the
formulation of the policy
Available at
Quality Assurance,
Environmental
Management,
Health and Safety
and Energy
Management
Policy
It defines the achievement of key strategic
objectives in the areas of pollution reduction,
compliance with legislative requirements,
identification of hazards and risks and their
management. The policy applies to the
Company's own activity. The policy will be
supplemented in 2025 and will address material
impacts, risks and opportunities in the areas of
prevention and control of air, water and soil
pollution and substitution and reduction of the
use of substances of concern and very high
concern.
Sustainability Team
Lead,
Management Board,
employees
ISO 9001 (Quality management
systems)
ISO 14001 (Environmental
management systems)
ISO 45001 (Occupational health
and safety management
systems)
ISO 50001 (Energy management
systems)
When creating the Quality
Assurance, Environmental
Management, Health and Safety
and Energy Management Policy,
the Company took into account
the interests of key
stakeholders, including
employees, business partners,
local communities and
regulatory authorities, and
applies it to its own activity.
www.cinkarna.si
Policy on the
Prevention of Major
Accidents and
Mitigation of Their
Consequences
Ensuring a high level of protection against
accidents and the safety and health of
employees, residents and the environment with
the aim of:
ensuring operation in accordance with the
requirements of regulations governing the field
of environmental protection, chemical
management, health and safety at work, and
protection against natural and other disasters;
achieving the lowest possible risk to people in
the plant and in the vicinity of the plant
resulting from emergencies and major
accidents that could occur in the plant due to
the handling/use/production/storage of
hazardous substances;
planning, construction, maintenance and
operation taking into account the best
available techniques for preventing major
accidents and reducing their consequences,
encouraging all employees to prevent major
accidents and reduce their consequences for
people and the environment;
Management Board,
employees
ISO 14001 (Environmental
management systems)
ISO 45001 (Occupational health
and safety management
systems)
The Company has taken into
account the interests of
employees, affected
communities and businesses
with common impact effects in
the event of an accident and the
legislation, and applies it to its
own activity.
www.cinkarna.si

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118
adequate preparedness for major accidents
based on the adopted protection and rescue
plan in the event of a major accident at the
plant;
cooperation with the local community and their
timely and appropriate notification about the
state of protection against accidents;
notification of residents in the vicinity of the
plant about possible major accidents at the
plant.
Org. regulation:
Safety
Management and
Emergency
Response System
Defines the responsibilities and documentation in
the Safety Management and Emergency
Response System at the Company (incidents). In
the event of an emergency, measures are taken
to eliminate the emergency and its
consequences for people and property, with the
participation of workers at individual workplaces,
maintenance workers, fire-fighters, civil
protection units, first aid providers and others.
After the event, an analysis of the causes is
carried out and measures are taken to prevent
the events from recurring.
Management Board,
employees
ISO 14001 (Environmental
management systems)
ISO 45001 (Occupational health
and safety management
systems)
The regulation takes into
account employees, affected
stakeholders and legislation and
is applied to the Company’s own
activity.
www.cinkarna.si
Code of
Sustainable
Business Practices
for the Business
Partners of
Cinkarna Celje d.
d.
Presentation of strategic goals in the areas of
environment, society and corporate governance.
Business partners are expected to comply with all
applicable regulations and to put in place systems,
controls and rules to promote compliance with
applicable regulations and this code, including
training, monitoring and auditing mechanisms.
Business partners are responsible for verifying
compliance with the code and for meeting the
requirements defined in the code, both within their
own organisation and in their supply chain.
Purchasing and
Logistics Director,
Management Board,
sales and purchasing
employees
Code of Ethics of the Purchasing
Association of Slovenia
The code reflects a balanced
approach that enables effective
cooperation with all stakeholders
and promotes long-term,
sustainable and ethical
purchasing practices and
applies to the value chain.
Business partners

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An integral part of the management of Cinkarna Celje, d. d., is an integrated management system
that covers the fundamental elements of management and operations for all Company activities in
accordance with the requirements of the standards ISO 9001 - Quality management systems, ISO
14001 - Environmental management systems, ISO 45001 - Occupational health and safety
management systems, while we are registered at the Chemistry Mozirje BU site in the EMAS
environmental management and assessment system. Within the framework of this system, we have
a documented Quality, Environment, Health and Safety, and Energy Management Policy.
The effectiveness of the systems in place, including the requirements of the EMAS Regulation and
the Environmental Statement, is verified annually by the certification company SIQ (Slovenian
Institute for Quality and Metrology). Based on the environmental audit and all documented evidence,
the Environmental Agency of the Republic of Slovenia issued a Decision on the extension of
registration in the EMAS system with registration number SI-00003 and the corresponding Certificate
of Registration in the EMAS system valid until 30 November 2027, which it did on 10 February 2025.
The aforementioned Policy addresses responsible environmental management and thus the
management of the material impacts of air pollution (SO2, H2S, particulate matter), the reduction
of CO
2
emissions (process and other sources), discharges into water (sulphates) and groundwater,
and the use of substances of concern and very high concern, as well as the management of risks in
the Company’s own activity (listed IRO in the table: Material impacts, risks and opportunities (IRO)
for area E2). The Policy for the Prevention of Major Accidents and Mitigation of Their Consequences
and the organisational regulation on the management of safety and response to emergencies address
the potential impacts of air, water, groundwater and soil pollution, including the safe use of hazardous
substances. The Code of Sustainable Business Practices for Business Partners addresses the material
impacts from the table: Material impacts, risks and opportunities (IRO) for area E2 for the upstream
and downstream value chains.
In the area of the environment, we operate in accordance with the requirements of legislation and
environmental permits.
This also includes compliance with the requirements of the EU Industrial Emissions Directive
(fulfilment of the requirements of the BAT (Best Available Techniques) conclusions), the European
Pollutant Release and Transfer Register and the Sustainable Finance Disclosures Regulation. We
actively cooperate with competent institutions in the planning and implementation of environmental
measures and actively manage environmental impacts. We establish dialogue with and include local
communities in co-decision-making on environmental measures and transparently report on the
results achieved. We also monitor, educate and seek opportunities to phase out and replace
substances of concern and very high concern. We have procedures in place to identify risks and
implement risk management measures, and ensure rapid and effective response in emergency
situations to prevent or reduce pollution. We regularly monitor and report on progress in fulfilling
environmental targets.
We expect our business partners to sign the Code of Sustainable Business Practices whereby we
cause them to undertake to achieve strategic goals, including in the area of pollution. We conduct
due diligence to identify the impacts, risks and opportunities of our own activity and value chain. The
Company's Sustainability Strategy until 2030 has also been adopted. For more details, see section
[SBM-1].
[E2-2] Actions and resources related to pollution
The Company sets a number of actions for itself whereby it aims to meet strict environmental
requirements, follow commitments set out in the policy and strategic goals with the aim of reducing
pollution from its own activity and monitors the impacts in the VC. The identified material impacts

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are those that it causes through the effects of its operations on the environment, thereby impacting
the affected communities.
Air pollution
We carefully monitor emissions of substances into the air at both sites (Celje and Mozirje). We
measure pollutants such as sulphur oxides (SOx), hydrogen sulphide (H2S), nitrogen oxides (NOx),
carbon monoxide (CO), total dust and total organic carbon (TOC). Based on the results of emission
monitoring and monitoring of the state of the environment and the potential impacts of the Company
on the environment, we have identified three types of emissions as material: SOx emissions, H2S
emissions and total dust emissions.
The three key emissions mentioned are generated at the Celje site and mostly in the production of
titanium dioxide. Therefore, all the actions mentioned above are aimed at their reduction and are
provided in tables.
Table 52: Overview of actions and key activities for reducing air emissions - H
2
S at the Celje site
Type of actions and key activities
Year 
Automatic addition of NaOH to the dosing solution
in the treatment plant
2024* 
Automatic dosing of lime in sulphur smelting
2024*
Replacement of the sampling system from the digestion towers
2025
Pumping of alkaline solution from 12.21 to 12.20
2024**
Management of the digestion reaction in order to limit the formation of H
2
S
2030
Construction of an additional 3rd column for H
2
S absorption in the sulphur smelting process
2026
*Investments were not completed in 2024 and will be implemented in 2025
** Completed
Table 53: Overview of actions and key activities for reducing air emissions - SO
x
Type of actions and key activities
Year 
Investments
in EUR
Construction of an additional sulfacid reactor
2030 
2,000,000
Regular replacement of V
2
O
5
catalyst and activated charcoal
2030
1,590,000
Dosing of NaOH directly into receiver vessels 12.24 A, B, and C
2024*
133,278
* Completed
Table 54: Overview of actions and key activities for reducing air emissions - Dust
Type of actions and key activities
Year 
Investments
in EUR
Improving the operation of the pre-drying process at the treatment plant with an engineering
approach
2030 
5,000/year
Water pollution
Wastewater is generated at both Company sites. Before discharge, it is treated at our own treatment
plants or is channelled elsewhere for treatment. By monitoring discharges, we monitor pollutants
and their impact on surface waters into which certain treated wastewater is discharged. Monitoring
is carried out regularly and systematically of all wastewater discharge outlets as well as of surface
waters into which wastewater is discharged. The key impact on surface waters is caused by the
emission of sulphates as a result of the titanium dioxide production activity using the sulphate
process. The increased concentration of sulphates in the Company's wastewater consequently affects
the chemical composition of the watercourse, which in turn affects aquatic ecosystems. The Company
therefore monitors sulphate emissions in wastewater and strives to reduce them by way of effective
water management actions in the production process itself and by filling the Waste Disposal Site,
thereby reducing sulphate emissions. It also implements actions to prevent groundwater pollution in
the area of old environmental burdens, namely by carrying out the reconstruction of the Bukovžlak
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121
Non-Hazardous Waste Disposal Site, and by conducting regular extensive monitoring of the state of
groundwater and surface water. The aim of these actions is to ensure compliance with environmental
legislation, protect the quality of surface and groundwater, and reduce impacts on watercourses and
the local environment.
Table 55: Overview of actions and key activities for reducing emissions into water (sulphates)
Type of actions and key activities
Year 
Investments
IN EUR
Effective water management - increasing internal
process water reuse cycles.
2025 
140,000
Filling the Za Travnik Waste
Disposal Site  
2030
4,537,300
Substances of concern and very high concern
The Company uses hazardous substances in its production activities and is aware of the impacts and
risks of their use on the people and the environment. It systematically monitors the use of substances
of concern (SoC) and substances of very high concern (SVHC). To this end, it seeks possible options
for replacing them with less hazardous ones where technically and economically feasible, and also
strives to reduce their quantity. It also devotes a great deal of attention to educating employees on
the safe use of chemicals.
Table 56: Overview of actions and key activities for reducing substances of very high concern
Type of actions and key activities
Year 
Investments
IN EUR
Substitution of hydrazine with a less hazardous alternative
2027 
5,000/year
Introduction of an alternative to TMP in TiO
2
production
2027
4,000
The above costs of investment, which have not yet been implemented, are estimates.
Management of the impacts of the value chain
In 2024, the Company conducted an analysis of the upstream part of the value chain and introduced
a due diligence process for major suppliers. In 2024, we used/reviewed/collected the following for
the purpose of performing the due diligence:
a. annual reports of suppliers/customers;
b. information from direct communication with stakeholders;
c. information from websites.
So as to effectively manage the impacts of the value chain, the Company will carry out activities in
the following periods that cover the upstream and downstream parts of the value chain and envisage
actions to reduce negative impacts.
The planned steps are:
analysis and review of partners in the value chain regarding their sustainability commitments,
goals and actions;
monitoring the partner’s activities and their progress in achieving sustainability goals;
promoting sustainable projects that reduce negative impacts.
[E2-3]Targets related to pollution
Cinkarna Celje, d. d., has set short, medium and long-term goals in the field of pollution reduction
and management of substances of concern and very high concern with the aim of ensuring
sustainable development and reducing negative impacts on the environment. These are voluntary
decisions. It focuses on key impacts that significantly contribute to pollution prevention and control,
and significantly reduce pollution levels and improve environmental quality. To this end, indicators
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122
and benchmarks have been set to measure pollution reduction, such as specific emission reductions,
which ensure that progress can be quantitatively assessed in accordance with the criteria for
significant contributions. In doing so, the Company encourages the search for innovative technologies
and practices, which lead to significant pollution reduction, and takes into account the regulatory
framework and gradually involves stakeholders, including local communities, in order to take into
account different perspectives and ensure that actions are effective and equitable. It also involves
employees through awareness-raising and education on pollution prevention and control. Monitoring
and reporting systems are implemented to track progress. Adequate funding is also allocated. By
focusing on these areas, the pollution-related targets can effectively address the shortcomings in the
criteria for significant contributions to pollution prevention and control, which in turn leads to
significant improvements in environmental quality.
The strategic objectives include:
1. Reducing air, water, soil and groundwater pollution by focusing on the main identified
pollutants.
2. Managing and reducing the use of substances of very high concern (SVHC) in accordance
with the REACH regulation.
In order for the Company to achieve its strategic objectives, the following specific and measurable
targets have been set:
Air:
reduction of specific emissions of hydrogen sulphide (H
2
S) by 15% by 2030 (0.005 kg/t TiO2
less; absolutely remaining within legal limits and at the level of 2021);
reduction of specific emissions of sulphur oxides (SO
x
) by 15% by 2030 (0.22 kg/t TiO2 less;
absolutely remaining within legal limits and at the level of 2021);
reduction of specific emissions of dust by 15% by 2030 (0.035 kg/t TiO2 less; absolutely
remaining within legal limits and at the level of 2021).
Water:
Reduction of specific emissions of sulphites into water by 15% by 2030 (25 kg/t TiO2 less;
absolutely remaining within legal limits and at the level of 2021);
Substances of very high concern (SVHC):
Gradual replacement of SVHC substances with alternative substances by 2030 where technically
feasible.
Regular updating of the internal SVHC list in accordance with the REACH.
Sustainable value chain
The Company is aware of the importance of cooperation with suppliers and business partners and
therefore strives to:
establish and maintain cooperation with partners that comply with the Company's Code of
Sustainable Business Practices;
encourage business partners in the value chain to reduce the use of hazardous substances
and pollution.
The Company monitors the set targets on a quarterly basis and verifies their effectiveness annually
as part of the annual management review, which also includes a due diligence check. We adopt and
implement appropriate actions to ensure that our taxonomy-eligible activities create no significant
detriment to the objectives set out in Regulation (EU) 2020/852 of the European Parliament and of
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123
the Council of 18 June 2020 on the establishment of a framework to facilitate sustainable investment
(Taxonomy Regulation) and that we meet the "Do no significant harm" criteria (DNSH).
[E2-4] Pollution of air, water and groundwater
The Company emits substances into the air, water and groundwater through its production processes
and we provide a report on pollution from the Company’s own activity below. We do not disclose
changes in emissions over a longer period of time due to the adaptation of the methodology to the
requirements of the CSRD Directive and ESRS standards.
Air pollution
Reducing air emissions is key to improving air quality and reducing negative impacts on human
health and the environment. To this end, we set goals for ourselves and reduce emissions at
individual sources that we are able to influence. We monitor emissions of substances into the air by
measuring them in accordance with a monitoring programme carried out by authorised external
organisations. Measurements are carried out in accordance with applicable standards and are periodic
(1x year, 1x 3 years or 1x 5 years) or are part of continuous monitoring of air pollution. Key
parameters are SO
x
, H
2
S and total dust.
Table 57: Emissions of substances into the air at the Celje site in 2024 in kg and kg/t TiO2 from titanium dioxide production
Emission type
2024
Sulphur dioxide (SO
2
)(kg)
88338
Sulphur dioxide (SO
2
)(kg/t TiO
2
)
0.51
Hydrogen sulphide (H
2
S) (kg)
2331
Hydrogen sulphide (H
2
S) (kg/t TiO
2
)
0.04
Dust (kg) 
9550
Dust (kg/t TiO
2
)
0.16
The amount of emitted sulphur dioxide, hydrogen sulphide and dust from titanium dioxide production
was below the limit value (the limit value for SO
2
is 500 kg/t TiO₂, 0.05 kg/t TiO₂ for H
2
S, and 0.45
kg/t TiO₂ for dust; according to the environmental permit or according to the TiO₂ and BAT
regulation).
Data collection and calculation process
The data presented in the table above is obtained by measurement and is subject to the
measurement uncertainty that is indicated when measuring emissions of substances into the air
together with the measurement method. They are further calculated using available data on the
operation of the devices. The measurement determines the concentrations of pollutants, which are
converted into annual quantities based on the number of operating hours of the source that is
measured or estimated for the reported year. Certain measurements are carried out only once a year
under maximum operating conditions and such concentrations are assumed as being emitted
throughout the year so certain metrics may be overestimated. Specific emissions are also calculated
based on the amount of the product produced that is being measured.
Cinkarna Celje, d. d., notes that some quantitative metrics are subject to a higher level of
measurement uncertainty. These are mainly metrics for emissions of substances into the air, which
are determined on the basis of measurements that are carried out once every three or five years or
once a year.
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124
Water pollution
At the Celje site, wastewater and cooling water are generated as part of the production processes.
Wastewater is treated at our own treatment plants and is suitable for discharge into the watercourse
after treatment. Where possible, procedures are implemented for the return and reuse of water in
processes. Municipal wastewater is treated at the Celje Central Treatment Plant (Tremerje). Most
cooling systems are closed-loop, so there are no discharges. Precipitation wastewater is discharged
into the watercourse separately, either indirectly (treated in oil traps and sand traps) or directly.
In accordance with the environmental permit, we monitor a total of fifteen wastewater discharge
outlets, ten of which are at the Celje site and five at the Mozirje site. At the Celje site, wastewater is
discharged into three water bodies: Dobje, Vzhodna Ložnica and Hudinja, and at the Mozirje site into
the Ljubija and Savinja watercourses.
The quantity of water discharged into surface waters depends partly on the quantity of water
consumed (production and efficient use) and partly on the amount of precipitation, as a result of the
catchment area of waste disposal facilities, from which excess water is discharged into watercourses.
The discharge of municipal water depends on several factors, namely the rational use of water for
sanitary purposes and partly for technological purposes, as well as losses in the internal water supply
system.
The table below presents the total amount of sulphate released from the Company and the specific
amount of sulphate released from TiO
2
production in 2024.
Table 58: Emissions into water at the Celje site in 2024 in kg and kg/t TiO
2
from titanium dioxide production
Emission type
2024
Amount of sulphate released (in kg/year)
9,099,998
Specific amount of sulphates (SO
4
2
- in kg/t TiO
2
)
149
Amount of zinc released (in kg/year)
114
Amount of copper released (in kg/year)
33
SO
4
2-
in kg/t TiO
2
is the concentration of sulphates per unit of TiO
2
product
*reporting in accordance with the requirement of Annex II to Regulation (EC) No 166/2006 (E-PRTR)
The amount of emitted sulphate from titanium dioxide production was below the limit value (the limit
value is 550 kg/t TiO₂ according to the environmental permit and BAT).
Based on the monitoring in 2024, no sulphate or other substance concentrations were exceeded in
wastewater.
Data collection and calculation process
The data presented in the table above is calculated manually based on available data obtained
through measurement and is subject to the measurement uncertainty indicated during the
measurement. The measurement determines the concentrations of pollutants, which are converted
into annual quantities based on the amount of wastewater discharged, which is measured
(measurement uncertainty) for the reporting year. Certain measurements are carried out 12 times
a year under operating conditions and such concentrations are assumed as being emitted throughout
the year so certain metrics are partly the result of an estimate. Specific emissions are also calculated
based on the amount of the product produced that is being measured.
The company reports annually on emissions of substances that exceed the reporting thresholds (limit
quantity) set by the European Pollutant Release and Transfer Register (E-PRTR). In 2024, these
emissions included sulphur dioxide into the air and emissions of zinc and copper into water at the
production site in Celje.
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Groundwater (soil) pollution
Groundwater pollution is an important environmental challenge that we deal with carefully. When
assessing the risk of soil and groundwater pollution, we take into account various factors, such as
the properties of hazardous substances, the quantities of substances stored or used, and the area of
the facility. In accordance with the Environmental Protection Act, we are an operator of activities and
facilities that can cause large-scale environmental pollution. In 2023, we prepared and submitted to
the Ministry of the Environment and Spatial Planning an assessment of the potential for pollution, a
partial baseline report with a draft proposal for an operational soil status monitoring programme and
a draft proposal for an operational groundwater monitoring programme, in accordance with the
requirements of the IED Regulation (Regulation on the type of activities and installations causing
industrial emissions (Official Gazette of the Republic of Slovenia, No. 68/22)). The partial baseline
report (BR) lists sampling points for soil and groundwater. In 2024, we conducted sampling and
analyses at these points and supplemented the aforementioned documentation with the results of
these baseline measurements. After the monitoring programme is confirmed or the environmental
permit is supplemented by the Ministry of the Environment and Spatial Planning, we will begin
implementing operational monitoring of soil and groundwater (expected in 2025/2026). According to
the proposal, monitoring will be carried out every 5 years, taking into account the baseline state in
the first year of measurements. Assessing the possibility of soil and groundwater contamination is
an important step in risk assessment and pollution prevention. Our goal is not to worsen the state of
the soil and groundwater and to remain within the legally prescribed values. If the monitoring results
were to show a deterioration in the state, we will take additional actions and report on the same.
At the Celje site, at the Za Travnik and Bukovžlak waste landfills and at the Bukovžlak Non-hazardous
Waste Disposal Site, we are monitoring groundwater in accordance with the environmental permit.
It has namely been established that the Bukovžlak Non-hazardous Waste Disposal Site has an impact
on groundwater. In addition to regular monitoring of the state of groundwater, work planned as part
of the Bukovžlak Non-hazardous Waste Disposal Site Reconstruction Project is also being carried out,
which will reduce the aforementioned impact. The work is expected to be completed in 2027.
We monitor the impact on organisms in watercourses by regularly monitoring surface waters at the
Celje site. Monitoring is carried out on three watercourses where the impact of our activity is
monitored, namely the Hudinja, Vzhodna Ložnica and Dobje watercourses. The hydrological state, a
broad set of chemical parameters in water and a certain set of chemical parameters in sediment, and
the monitoring of living organisms are all tracked.
The safety of high-fill barriers is monitored through regular technical monitoring and maintenance
work, while seismic monitoring is carried out at the Bukovžlak location.
Compliance and standards
In the field of pollution, we operate in accordance with legislative requirements (E-PRTR, IED, etc.)
and environmental permits. We also observe the requirements of BREF and BAT conclusions. We
perform regular operational monitoring (continuous measurements, ad hoc measurements) and
report on the results.
Over the period of the last five years or more, the Company has not had any fines or sanctions
imposed for non-compliance with environmental legislation and regulations. According to the IED
(Industrial Emissions Directive, 2010/75/EU), which regulates the prevention and reduction of
environmental pollution from industrial activities, Cinkarna Celje, d. d., is classified as performing
one of the following activities: 4.2a, 4.2e, 4.5, and ensures compliance with the BAT in respect of
said activities.
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126
[E2-5] Substances of concern and substances of very high concern
The Company ensures compliance of the use and production of hazardous chemicals with the REACH
(Regulation EC 1907/2006 concerning the Registration, Evaluation, Authorisation and Restriction of
Chemicals) and the CLP (Regulation EC 1272/2008 on the classification, labelling and packaging of
substances and mixtures), which is based on the Globally Harmonised System (GHS).
Substances of concern (SoC) and substances of very high concern (SVHC) are also used in the
production processes and in their maintenance. SoCs meet the criteria set out in Article 57 and are
defined in accordance with Article 59(1) of Regulation (EC) No 1907/2006 of the European Parliament
and of the Council (35).
SVHCs meet the criteria set out in Article 57 of Regulation (EC) No 1907/2006 (REACH) and are
defined in accordance with Article 59(1) of that regulation. These are carcinogenic, mutagenic or
reprotoxic (CMR), and substances that are persistent, bioaccumulative and toxic (PBT) or substances
that are very persistent and very bioaccumulative (vPvB).
SoCs and SVHCs are used for maintenance purposes, in the preparation of water for steam production
and as raw materials that remain part of manufactured products or are released into the environment
as emissions. Hazardous substances used for maintenance include cleaning agents, antifreezes,
lubricants, solvents, thinners, hardeners, lubricants and oils for the treatment or protection of metals.
The proportion of SoCs that remain as part of the product is 893 t or 91% of all SoCs used. 9% is
used for maintenance or as fuel. The proportion of SVHCs that remain as part of the product is 2.4 t
or 78.4%. No product itself falls into the SVHC category. The proportion of SVHCs that are released
from the plant as emissions into water is 11.4%, while the remaining 10.3% are used for
maintenance.
Hazard classes with hazard statements required by the Annex to the EU Commission Delegated
Regulation amending Directive 2013/34/EU.
Table 59: Quantity of substances of concern and substances of very high concern for 2024
Hazard class
Relevant hazard statements
Health hazards Carcinogenicity, Mutagenicity, Reprotoxicity (CMR),
Categories 1A and 1B, Category 2
H350, H360FD, H360F, H360D, H360Fd, H361d,
H351, H341, H361, H361f, H361d, H361fd
Specific target organ toxicity - single or repeated exposure,
Categories 1 and 2
H371, H372, H373
Respiratory sensitization, Category 1
Skin sensitization, Category 1
H317, H334
Hazardous to the aquatic environment - Chronic hazard, Categories
1 through 4
H400, H410, H411, H412
The properties and quantities of SoCs and SVHCs used in the production and support processes are
collected from an internal data collection system recorded in Oracle. The values are precise and have
not been verified by external experts.
Table 60: Quantity of substances of concern and substances of very high concern for 2024
SoC
(t)
SVHC
(t)
Total quantity of substances that are purchased or used
during production.
983
3.0
Total quantity of substances that leave the facilities as
emissions, as products or as part of products.
975
2.7
Quantity of substances that leave facilities as emissions.
82
0.3
Quantity of substances that leave facilities as part of
products.
893
2.4
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127
Table 61: Substances of very high concern used in 2024
Hazard classes
Substance
Quantity of SVCHs that
leave the facilities as
emissions, as products or
as part of products.
(t)
Carcinogenicity
(Article 57a of the REACH)
Hydrazine
0.34
Reprotoxic (Article 57c of the REACH)
Borax decahydrate
1.20
4.4'-isopropylidenediphenol
(Bisfenol A)
1.44
2-Butanone oxime
0.003
N-methyl-2-pyrrolidone
0.02
Aiming to reduce negative impacts, the Company also began implementing procedures in 2024 to
eliminate certain SVHCs where feasible, the reason being the discontinuation of products containing
SVHCs or such substances being replaced with alternatives that are less hazardous to the
environment. Thus, the purchase of chemicals containing the substance Borax decahydrate and
Bisphenol A was discontinued.
[E2-6] Anticipated financial effects from material pollution-related risks and opportunities
Table 62: Anticipated financial effects from material pollution-related risks and opportunities
Short-term
2024
Medium-term
2028
Long-term
2030
Percentage of net revenues from products and
services that are or contain substances of concern
43%
47%
47%
Percentage of net revenues from products and
services that are or contain substances of very high
concern
0.6%
0.5%
0.4%
Table 63: Calculation of the percentage of net revenues for products containing SoC
Period
2024
2028
Company’s net revenues (EUR)
200,285,413
262,678,089
Revenue from products containing substances of concern (SoC) (EUR)
87,387,455
123,458,701
Share (%)
43.6
47.0
Table 64: Calculation of the percentage of net revenues for products containing SVHC
Period
2024
2028
Company’s net revenues (EUR)
200,285,413
262,678,089
Revenue from products containing substances of very high concern (SVHC)
(EUR)
1,275,169
1,313,390
Share (%)
0.6
0.5
The calculation of the percentage of net revenue for the medium-term period is in line with the
strategy for the 2024/2028 period. For the long-term period, i.e. the year 2030, we currently only
have an estimate that the share will be 47% for SoC and 0.4% for SVHC.
We have identified potential financial risks associated with regulatory changes. Stricter regulations
on the use of substances of concern and substances of very high concern could lead to increased
compliance costs. However, we have not specifically set aside funds for this as they do not have a
material impact on covering potential remediation and adaptation costs over the next three years.
Our financial projections are based on current market trends, the regulatory environment and
technological advancements. We recognise that there is a degree of uncertainty in these
assumptions, particularly with respect to future regulatory changes and technological innovations.
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128
The Company is committed to regularly reviewing and adjusting our financial estimates so that they
reflect the latest information and ensure the resilience of our business model.
Our share of net revenues generated from products and services containing substances of concern
and substances of very high concern was 43% and 0.6%, respectively, during the reporting period.
The Company has no investments in current and fixed assets in connection with major incidents and
deposits in the stated period.
The Company also has no provisions set aside for the costs of environmental protection and remedial
actions, for the remediation of contaminated sites, the rehabilitation of landfills, and the removal of
environmental contamination at existing production or storage sites.
5.3.2 [E3] Water resources
[IRO-1] Description of the process to identtify and assess material water resources-
related impacts, risks and opportunities
Water is a vital resource, which is why we manage it with care throughout the entire cycle, from
abstraction at the source to the returning of treated wastewater to nature. For our production
processes at the Celje location, we use process water, which we obtain by pumping surface water
from a watercourse and groundwater. Drinking water is used for sanitary and technological purposes
at both sites (geographic locations). In the process of assessing impacts and identifying risks and
opportunities, surface water consumption (abstraction) was identified as an important sub-topic. For
this purpose, an analysis was carried out of the location of abstraction, the amount of abstraction
depending on the water level of the source (watercourse) and, consequently, the impact of this
abstraction on the water level of the watercourse. The aim was to identify areas with high risk (the
proximity of catchments of water sources for drinking water supply, densely populated areas and
ecologically important areas were checked). The location of the abstraction for our own activity is
not in an area of major water stress, does not directly affect the drinking water supply and is not in
the area of Natura 2000 protected areas. The results of water monitoring, environmental status,
legal compliance assessment and other available data were used to assess the impacts. Some key
suppliers are located in areas of medium and low water stress, and are also implementing certain
actions.
Consultations on the identification of impacts, risks and opportunities involved employees from their
respective fields of expertise, and we also consulted with other key stakeholders; including affected
communities (refer to Section S3). We focused on the impacts of our own activity and reviewed the
impacts in the value chain by conducting due diligence. The Company identified several value chains,
but we focused on the key value chain associated with the upstream part of TiO₂ production. In the
future, we will expand the scope of the due diligence and thus obtain comprehensive information for
a precise assessment of potential and actual negative impacts, risks and opportunities.
The process of identifying and assessing impacts, risks and opportunities is described in more detail
in point ESRS 2 [SBM-3].
As stated above, Cinkarna Celje, d. d., requires large quantities of water for its production processes.
Water withdrawal from a nearby watercourse can have a negative impact on the watercourse,
especially during prolonged drought periods, and can additionally cause a decrease in the water level,
which can have a long-term impact on the ecosystem. Drought periods of the year, which are
becoming more frequent due to climate change, also pose a great risk to the Company as water
abstraction may not be carried out because the river discharge falls below a certain ecological
minimum, which is stipulated in the water permit as the lower limit for permitted abstraction. The
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129
suspension of extraction would result in an immediate halt in the production of titanium dioxide, the
Company's core product. For a shorter period, this water source can be replaced with drinking water.
After using water in technological processes, the wastewater is treated in our own treatment plants
and discharged back into the watercourse with pollutants (discharges into rivers - sulphate) back
into the watercourse. The result of this is an impact on the quality of this watercourse, which is an
identified pollution impact (E2). The result of the IRO recognition is presented in the table below.
Table 65: Material impacts, risks and opportunities (IRO) for the E3 area
Material impacts,
risks
and/opportunities
Definition
Location/value chain
Time period
Own activity
Downstream part
of the value chain
Upstream part of
the value chain
Short-term
Medium
-term
Long-term
Use (abstraction) of
water from the river
(lowering of the
water level)
Actual negative impact
x
X
X
Negative effects on
the Company’s
operations due to
limited supply of
process water in
drought periods
Risk
x
X
Emissions into rivers
- sulphate
Actual negative impact
x
X
[E3-1] Policies related to water resources
Table 66: Key policies for managing material impacts related to water resources
Policy title
Description of key content
Responsibility
for the policy
Disclosure of third-
party standards or
initiatives that the
Company considers
when implementing
the policy
Description of
consideration of the
interests of key
stakeholders in the
formulation of the policy
Available at
Quality
Assurance,
Environmental
Management,
Health and
Safety and
Energy
Management
Policy
It defines the achievement of key
strategic goals in the field of
resource use, responsible
management of water resources,
namely by reducing the
consumption of water from
natural water sources,
introducing wastewater reuse,
reducing water pollution,
identifying hazards and risks of
environmental impacts and
managing them so that we
prevent the potential harm to the
environment and people to the
greatest extent possible, and of
course, a commitment to comply
with strict legislative
requirements in this area.
Management
Board,
employees
ISO 9001 (Quality
management systems)
ISO 14001
(Environmental
management systems)
ISO 45001
(Occupational health
and safety
management systems)
ISO 50001 (Energy
management system)
When creating the
Quality Assurance,
Environmental
Management, Health
and Safety and Energy
Management Policy, the
Company took into
account the interests of
key stakeholders,
including employees,
business partners, local
communities and
regulatory authorities,
and applies it to its own
activity.
www.cinkarna.si
We have no special policies in place for the consideration and management of water resources. The
abovementioned Quality Assurance, Environmental Management, Health and Safety and Energy
Management Policy broadly addresses the IRO from the Table: Material impacts, risks and
opportunities (IRO) for area E3 with the objectives of preventing water pollution (discharges -
sulphates), management of water resources (reducing water consumption from the river) and
management of risks (limited water supply due to drought periods).
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130
The policy will be supplemented in 2025 in accordance with the adopted Sustainability Strategy, in
which we also place special emphasis on reducing the use of fresh water in our production processes
and recycling and reuse, thereby also making a positive contribution to aquatic ecosystems.
[E3-2] Actions and resources related to water resources
In 2024, the Company prepared a revised strategy that also includes actions and resources that
address important topics in the field of water resources. The strategy focuses on avoiding the use of
water from natural water sources, processing wastewater and reusing it. The measure of using
process water from the Tremerje Central Wastewater Treatment Plant (CWWTP) is planned. This is
wastewater that is currently discharged into the Savinja watercourse after treatment at this
treatment plant. By using water from the Tremerje WWTP, the Company would practically stop taking
fresh water from the Hudinja watercourse as this water would only be used during maintenance work
on the WWTP when the discharge of water from the WWTP into the Savinja river is interrupted. With
this measure, we eliminate the risk of water shortages. Similar effects are also achieved by actions
to introduce internal recycling and reuse of water.
Table 67: Actions and key activities for the conservation of water resources
Type of actions and key activities
Year 
Expected
savings (water
consumption/t
TiO2)
Investments in
EUR
Introduction of internal water recycling and thus reducing
specific fresh water consumption per ton of product and
consequently reducing fresh water consumption in TiO2
production or reducing the amount of water abstracted from
the Hudinja watercourse.
Recycling of clear neutralised effluent for the preparation of
limestone flour
Preparation of lime suspension
Preparation of washing water for digestion and dissolution
2025
2024
2025
already implemented
  
40 m
3
/h 
5 m
3
/t TiO
2
  
350,400 m
3
/year
20,000 
Return of overflow waters from Bukovžlak
2028
40 m
3
/h
5 m
3
/t TiO
2
350,400 m
3
/year
1,000,000
Use of process water from the Tremerje WWTP and
nearly complete substitution of the water from the Hudinja
watercourse
After 2028 
Nearly complete
substitution of the
natural source
12,000,000
[E3-3] Targets related to water resources
Cinkarna Celje, d. d., has set itself short, medium and long-term objectives for the identified negative
impacts and risks in the field of water resource management. These are voluntary decisions that are
strategically important for ensuring sufficient water resources and thus uninterrupted production,
adaptation to climate change and reduction of water use and its reuse. The targets relating to the
reduction of emissions into water are provided in chapter [E2-3] Targets related to pollution.
The strategic objectives include:
1. reduction of fresh water abstraction (withdrawal) from the Hudinja watercourse;
2. reduction of process water consumption.
In order for the Company to achieve its strategic objectives, the following specific and measurable
targets have been set:
nearly complete reduction of water abstraction from the Hudinja watercourse by using
wastewater from the Tremerje WWTP after 2028;
20% reduction in process water consumption by 2028 compared to the baseline year of 2021.
   
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131
[E3-4] Water abstraction
For technological purposes in production processes, we use surface water, which is abstracted from
the nearby Hudinja watercourse, and groundwater from three springs at the Za Travnik waste
disposal site. Water withdrawals for our own activity are performed in an area of low water stress.
The amount of water pumped from the Hudinja River is regularly monitored by us using appropriate
flow meters in accordance with the ISO 9001 standard, the amount of drinking water pumped is read
from the water meters calibrated according to the MID standard (Rules on measuring instruments,
Official Gazette of the Republic of Slovenia, No. 19/16, Water Meters (MI-001)). We have obtained
the appropriate water permits for the use of water for technological purposes.
For sanitary purposes and partly for technological processes, we use drinking water from the public
water supply network, the consumption of which is also monitored as stated.
Table 68: Water consumption for own activity in 2024
Unit
Quantity
Total quantity of water abstracted
(used)
m3
2,741,087
Total quantity of water discharged
m3
2,589,330
Water intensity
m
3
/ EUR million in revenues
908
* total quantity for the Celje and Mozirje sites
Data collection and calculation process
The data presented in the tables above is calculated manually based on available data obtained
through measurement and is subject to the measurement uncertainty indicated during the
measurement. The main water withdrawals and main water discharges are determined by
measurement. In most cases, the internal water circulation is not adequately measured and is not
assessed at a satisfactory level so these quantities are not provided. The quantities of water
discharged are partly monitored by measurement and are subject to the measurement uncertainty
of the meters, and partly estimated from water consumption (consumption measurement).
[E3-5] Anticipated financial effects from material water resource-related risks and
opportunities
Restricted process water supply during drought periods
We have carried out a financial assessment of the sustainability-related risks and opportunities facing
our Company. In doing so, we have taken into account the interrelationships between impacts and
dependencies, recognising that drought may result in water supply restrictions as the flow rate could
fall during this period below the ecologically acceptable flow, which represents the lower limit for the
abstraction licence in the water permit. The suspension of extraction would result in an immediate
halt in the production of titanium dioxide, the Company's core product.
Based on past droughts and climate projections, there is a likelihood that a drought will occur twice
a year and that extraction would have to be stopped for 60 days each time. Cinkarna Celje, d. d.,
has a permit which also allows it to use drinking water in the technological process. Due to technical
constraints, the possibility of using 120 m3 of water per hour is not sufficient for maximum
production, but would mean that Cinkarna Celje, d. d., would produce 74.5 tonnes less each day. In
view of the fixed cost value of 859.96 EUR/tonne of product, this would mean that the fixed costs
would amount to approximately EUR 3,850,000 in 60 days. Given the probability that this could
happen twice a year, this risk could represent the amount of EUR 7,700,000 per year, which would
have a negative effect on our financial standing. More in detail in chapter [E1-9].
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132
5.3.3 [E5] Resource use and circular economy
[IRO-1] Description of the process to identify and assess material resource use and
circular economy-related impacts, risks and opportunities
The process of identifying and assessing impacts, risks and opportunities is carried out as part of due
diligence. We reviewed the impacts in the value chain by conducting interviews and, where possible,
reviewing publicly available data and reports. In 2024, we conducted a due diligence for the most
important TiO
2
value chain, both upstream and downstream, where we did not identify any significant
topics from the E5 area. A detailed description of all identified IROs is provided in ESRS 2 [SBM-3].
In the future, we will expand the scope of the due diligence and thus obtain comprehensive
information for an accurate assessment of potential and actual negative impacts of risks and
opportunities.
The efficient use of resources and the circular economy of our own activity were identified as material
and consequently require a comprehensive approach and the implementation of various measures
at different levels, including impact assessment, identification of risks, opportunities and legislative
requirements, introduction of technological innovations and awareness-raising. Cinkarna Celje, d. d.,
has identified waste management in its own activity as a material impact. We also reviewed the
impacts in the value chain of material IROs, but did not identify them. In the future, we will expand
the scope of the due diligence and thus obtain comprehensive information for a precise assessment
of potential and actual negative impacts, risks and opportunities.
In accordance with the waste management plans, the Company takes into account the priority order
of waste management where technically feasible. By implementing measures, we pursue the
objective of preventing waste generation, separating it at source, reusing it, recycling the generated
industrial waste and packaging within the Company, and above all, we cooperate with business
partners who ensure the greatest possible circulation of these substances or their energy utilisation
(depletion).
The generation of non-hazardous red gypsum waste, which is generated in the production of titanium
dioxide, is identified as the biggest impact. The amount of this waste represents more than 95% of
all waste generated in the Company. The aforementioned non-hazardous waste is disposed of or dry-
filled at the Company’s own Za Travnik waste landfill. By filling this waste, the Company negatively
impacts the environment - the result is the actual impact of disposal as well as water pollution due
to sulphates in the overflow water discharged from this landfill (more details in E2-IRO1, E2-4). The
potential impact of pollution and impact on the environment and people could occur from a potential
accident as a result of the collapse of the barriers behind which the red gypsum is being filled or has
been deposited in the past. The waste landfills also indirectly affect the quality of life in the local
community due to their location in the vicinity of populated areas - social impact (more details in S3-
SBM3).
The identified risk is related to the red gypsum disposal area. The project of filling the waste landfills
(Za Travnik, Bukovžlak) is key to mitigating the risk of the failure to achieve the Company's strategy.
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133
Table 69: Material impacts, risks and opportunities (IRO) for the E5 area
Material impacts, risks
and/opportunities
Definition
Location/value chain
Time period
Own activity
Downstream
part of the
value chain
Upstream part
of the value
chain
Short-term
Medium
-term
Long-term
Waste: filling of red gypsum
Actual negative
impact
x
x
Negative effects on the
Company’s operations due the
inability to dispose of red
gypsum
Risk
x
x
[E5-1] Policies related to the circular economy
Table 70: Key policies for managing material impacts related to the circular economy
Policy title
Description of key
content
Responsibility
for the policy
Disclosure of
third-party
standards or
initiatives that
the Company
considers when
implementing
the policy
Description of
consideration of the
interests of key
stakeholders in the
formulation of the
policy
Available at
Quality
Assurance,
Environmental
Management,
Health and
Safety and
Energy
Management
Policy
It determines the
achievement of key
strategic objectives in the
field of waste management.
The aim of the policy is to
mitigate environmental
impacts, which also
includes measures for
more efficient waste
management, and to
monitor the LCA of
products.
Management
Board,
employees
ISO 9001
(Quality
management
systems)
ISO 14001
(Environmental
management
systems)
ISO 45001
(Occupational
health and
safety
management
systems)
ISO 50001
(Energy
management
system)
When creating the
Quality Assurance,
Environmental
Management, Health
and Safety and
Energy Management
Policy, the Company
took into account the
interests of key
stakeholders,
including employees,
business partners,
local communities
and regulatory
authorities, and
applies it to its own
activity
www.cinkarna.si
In 2024, the Sustainable Strategy set a waste reduction target and activities to implement the circular
economy and risk reduction measures. We have no special policies in place for the management of
resources and the circular economy. The abovementioned Quality Assurance, Environmental
Management, Health and Safety and Energy Management Policy broadly addresses the IRO from the
Table: Material impacts, risks and opportunities (IRO) for area E5 with the objectives of preventing
water pollution (discharges - sulphates), management of water resources (reducing water
consumption from the river) and management of risks (limited water supply due to drought periods).
The policy will be updated in 2025 in order to address the circular economy objectives in more detail.
By following the Waste Recovery, Economic Utilisation and Management Plan, we focus on the use
of best available techniques to use resources efficiently, maximise the use of recycled materials,
recover waste and manage waste according to a step-by-step waste hierarchy, waste prevention,
preparation for reuse, recycling and other types of recovery and treatment, and minimise disposal in
landfills.
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134
Although the policy focuses on our own activity and does not include impacts and risks related to
resource use and the circular economy in the value chain, the Company expects our business partners
to comply with the sustainability principles enshrined in the Code of Sustainable Business Practices,
namely the economical use of natural resources in a way that uses natural resources in an efficient
and sustainable manner, with an emphasis on reducing the consumption of raw materials, reduction
of waste and the reuse of materials in a way that actively works on waste reduction, by promoting
recycling and reuse of materials.
[E5-2] Actions and resources related to resource use and the circular economy
Actions taken by Cinkarna Celje, d. d., with regard to resource use and the circular economy are
aimed at meeting strict environmental requirements and achieving sustainable development goals.
The Company strives to reduce waste disposal and improve the circular economy within its activities,
focusing on the impact of its operations on the environment and affected communities. In this
context, it is important to highlight the importance of the increasing generation of by-products and
the consequent reduction of waste generation as well as the search for new ways of reusing the
waste coming from production. Two key by-products, red gypsum (RCGIPS) and white gypsum
(CEGIPS), are particularly important in the production of TiO₂. White gypsum is used in the
construction industry, while red gypsum serves as dry fill for the waste landfill. In addition, the
Company has identified actions and key activities to reduce red gypsum backfilling.
Table 71: Actions and key activities to reduce red gypsum filling at Cinkarna Celje by 2030
Strategic objective
Type of actions and key
activities
Year
Emissions
(air/water/soil)
Anticipated
reduction (t)
Investments in
EUR
Reduction of red gypsum
generation
Increase in CEGIPS
production (additional
centrifugation for gypsum
removal)
2028 
soil
Reduction by
approx. 25,000
2,400,000
Reduction of red gypsum
generation
Processing 23% acid -
TiO2 extraction and
recycling
-{}-2030
soil
Reduction by
approx. 2,000
6,000,000
We are also implementing actions to address the identified risk of the inability to perform disposal or
dry filling of gypsum and other actions to improve the waste reuse system, increase waste recycling,
use of waste through recovery processes and use of secondary raw materials in order to reduce the
consumption of primary resources and thus maximise the circulation of materials (use of copper
scrap and other wastes). The actions are monitored as part of the integrated management system.
[E5-3] Targets related to resource use and the circular economy
The Company sets resource use and circular economy targets for itself with the aim of increasing
process efficiency, reducing waste generation and increasing waste circulation, which the Company
does voluntarily. To this end, a good understanding of the material and waste flows for each business
activity is essential.
Recycling and circular economy objectives:
reducing the amount of waste generated;
making greater use of secondary raw materials or recycled materials;
managing waste to enable reuse.
Our most important and strategic objective focuses on our identified biggest impact and risk in this
area, which is to reduce the amount of red gypsum generated by 14% by 2030 and thus reduce the
amount of disposed dry-filled gypsum (lowest on the waste management hierarchy). We are looking
for innovative solutions to efficiently use waste red gypsum and other waste raw materials as a new
value-added raw material for our own needs and to offer it on the market.
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135
[E5-4] Resource inflows
The Company uses recycled material in its product manufacturing activities where feasible. The
amount of recycled input materials used depends on the volume of production, their availability and
the price of other materials that may affect the use of recycled materials.
We are taking steps to increase the use of recycled materials in our agro product portfolio where
copper is a key raw material. The Company only uses recycled copper. Therefore, it is constantly
looking for new sources of waste raw materials. Copper recovery from waste fishing nets is one of
the innovative approaches in the circular economy. Fishing nets, which are often made of copper-
containing materials, are an important source of this valuable metal. It is found in the sludge
produced by washing fishing nets in the form of copper oxide. The sludge is first incinerated and then
the copper oxide is dissolved with hydrochloric acid to produce copper chloride, a key ingredient in
the production of fungicides.
Figure 2: Recycling of copper waste from fishing nets for the production of copper fungicides in the agro product portfolio.
Table 72: Recycled input materials used in 2024
Use of materials (kg)
2024
For recovery according to R4
0
For recovery according to R5
1,115,695
Total
1,115,695
Recycled material content
53.4%
R4 Recycling/recovery of metals and their compounds
R5 Recycling/recovery of other inorganic materials
As of the beginning of 2024, zinc processing was removed from the portfolio, and consequently no
more waste was processed according to R4.
[E5-5] Resource outflows
When managing waste, we follow a five-step waste management scale where we primarily aim to
manage materials efficiently by minimising scrap, returning what we can to the production process
or reusing it, and handing over the rest to authorised waste collectors and processors who process
or dispose of the waste.
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136
In line with the objectives of the circular economy (to reduce the amount of waste generated and
increase reuse), we are implementing or pursuing waste management improvement targets to
reduce waste. We operate a system of waste separation at the source. We have a recovery licence
for certain wastes, which allows us to reuse them in our production processes, replacing a certain
proportion of natural resources with recovered materials.
Gypsum, which is generated in the production of titanium dioxide and is specific to this activity,
accounts for the largest proportion of the waste disposed of. Two types of gypsum are produced,
namely red gypsum (RCEGIPS) and white gypsum (CEGIPS), which are calcium sulphate dihydrate
gypsum (CaSO
4
x 2H
2
O) in terms of chemical composition. Red gypsum has a special disposal status
as it is used for dry filling. We reduce the amount of red gypsum disposed of by increasing the
capacity for the extraction of the white gypsum by-product (CEGIPS). In 2023, the planned specific
amount of white gypsum extracted was increased to an average of 2.95 tonnes of white gypsum per
tonne of calcinate. The preparation of the project documentation and obtaining the building permit
for the construction of an additional centrifuge is also underway, which will further contribute to the
increase in the amount of white gypsum recovered. Processes have also been put in place to increase
yields in TiO
2
production.
Waste generation is not entirely avoidable despite the implementation of a number of measures. The
non-hazardous and hazardous waste generated at the Company is separated and, to a large extent,
prepared for recovery (following one of the R3-R13 processes) or disposal (following one of the D1-
D13 processes). All hazardous waste is handed over to authorised waste collectors. We also hand
over to authorised collectors the remainder of separately collected non-hazardous waste that we do
not recover or dispose of ourselves. 
Table 73: Waste generated from production in 2024, in kg
Type of waste generated
Total of all waste
R
D
Non-hazardous waste (for recovery) - R (kg)
1,819,201
Non-hazardous waste (for disposal)* - D (kg)
177,057,441
Hazardous waste (for recovery) - R (kg)
18,886
Hazardous waste (for disposal)* - D (kg)
57,124
Total R or D (kg)
1,838,087
177,114,565
Total of all waste generated (kg)
178,952,652
3,676,173
354,229,130
R - separately collected waste that is sent for recovery rather than disposal.
D - separately collected waste that is sent for disposal. 
* The waste tonnage also includes red gypsum, which is dry-filled at the Za Travnik waste landfill.
The total amount of non-recycled waste is 99% (as a result of the amount of red gypsum generated).
The process of collecting and calculating data on the amount of waste generated can be a source of
uncertainty, not so much in terms of quantities as in terms of disposal methods. In particular, there
is uncertainty in the treatment or disposal methods provided by the waste collectors after collection,
which can be estimated according to the type of waste. The data on the quantities of waste collected
and sent on to the various recovery operations is data that is obtained from authorised waste
collectors and can only be influenced to a limited extent. The amount of waste disposed of at a waste
landfill is calculated on the basis of the quantity and composition data as well as measurements and
estimates of the composition of the red gypsum (the moisture still contained in the gypsum before
it is dry-filled).
In addition to red gypsum waste (calcium-based waste from titanium dioxide production), the
Company also generates waste from the chemical activity (e.g. waste paints and powder coatings,
discarded equipment, used waxes, emulsions, etc.), packaging waste (paper, wood, metal, plastics
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137
and other packaging materials) and waste from various construction and maintenance activities
(construction waste, scrap metals, insulation materials, etc.).
5.4 [S] Social information
5.4.1 [S1] Own workforce
[SBM-3] Material impacts, risks and opportunities
At the end of 2024, Cinkarna Celje, d. d., had 718 employees who make up our workforce and
represent a key pillar of the Company's operations. Our actions are based on the belief that open
dialogue, employee involvement and active listening to employees' needs make an important
contribution to employee satisfaction and the success of the Company. We are focused on providing
a high quality, safe and inclusive working environment. The workforce is structured in different
organisational units, in line with the needs of production and administrative processes. The majority
of our own employees are employed under full-time contracts and this contributes to a sustainable
staffing structure and allows for long-term human resource planning. Less than 5% of our employees
work through placement agencies, but we ensure equal working conditions for all employees,
regardless of the form of employment. The Company strives to create long-term employment
opportunities that provide employees with stability and career advancement.
Based on a material impact, risk and opportunity analysis (DMA or Double Materiality Assessment),
we have identified several important aspects related to our own workforce:
three negative impacts;
one positive impact;
one material risk.
Our actual and potential impacts on the workforce stem directly from the nature of our business
model, which is based on highly regulated, complex chemical production. Some of the identified
actual impacts include:
occupational health and safety - actual negative impact due to potential risks in the industrial
environment;
ensuring employee quality of work satisfaction - actual negative impact due to the complex
nature of the work and organisational challenges;
ensuring social dialogue - actual negative impact in cases of differences in employees' and
management's expectations;
ensuring secure employment - a real positive impact as the Company provides long-term
stability for employees.
In addition to the actual impacts, we have also identified key risks affecting our workforce:
unpolished succession policy and lack of appropriate employee competencies risk to
maintaining essential knowledge and capacity to transfer knowledge between generations;
shortage of personnel, untimely substitution and inadequate work organisation risk
affecting productivity, employee overload and quality of work processes.
Both actual impacts and identified risks are considered as important elements of the business model
and are taken into account in the design of our human resources strategy, improvement of the
working environment and long-term resource planning. Since these impacts concern both our full-
time employees and those working under contract, we include them in the scope of our disclosure.
Below we present our approach to understanding employee interests, their involvement and the
actions, policies and targets by way of which we address key impacts.
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138
Table 74: Table of IROs for Cinkarna Celje
Material impacts, risks and/or opportunities
Definition
Location/value chain
Time period
Own activity
Downstream
value chain
Upstream
value chain
Short-term
Medium
-term
Long-term
Care for the safety and health
Actual negative
impact
x
x
Ensuring employee work satisfaction
Actual negative
impact
x
x
Ensuring social dialogue
Actual negative
impact
x
x
Ensuring employees' secure employment
Actual positive
impact
x
x
Unpolished succession policy and inadequate
employee competencies
Risk
x
x
Shortage of personnel, untimely substitution
and
inadequate work organisation
Risk
x
x
At Cinkarna Celje, d. d., we are aware of the key role of our employees in achieving our business
goals and the Company’s sustainable development, which is why we pay special attention to
managing the impacts, risks and effects associated with our own workforce. Our disclosure covers
all individuals in our workforce who could be significantly affected by our activities. This includes our
full-time and part-time employees, self-employed contractors and persons provided by third-party
employment agencies.
Being a company in the chemical industry, we face the challenge of ensuring a safe working
environment where working with hazardous substances and demanding technological processes is
an inherent part of production. In order to reduce any negative impacts, we implement strict safety
protocols, regular training and preventive measures to ensure the safety and health of our employees
and reduce the risk of accidents and occupational diseases. At Cinkarna Celje, d. d., we are aware
that motivated and satisfied employees are key to the success and competitiveness of the Company.
Therefore, we pay special attention to ensuring the quality of work satisfaction, whereby we create
a stimulating working environment based on safety, respect, professional development and fair
remuneration.
We implement a number of measures to improve work satisfaction, including investing in health and
safety at work, promoting open and transparent relations between employees and management,
ensuring fair job classification and opportunities for career development. An important aspect of our
commitment is also the effort to prevent all forms of violence, discrimination and harassment in the
workplace.
The Company strives to establish and maintain an open and constructive social dialogue based on
mutual trust, transparency and cooperation. In 2024, we continued to actively involve employees
and their representatives in decision-making processes, thereby ensuring a stable and predictable
working environment.
Key mechanisms of social dialogue at the Company include the following:
agreement on wage policy with the trade union where we worked with representative trade
unions and reached coordinated solutions regarding wage growth, adjustment of bonuses
and other perks for employees;
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139
participation of employee representatives in supervisory bodies whereby employees have
their representatives in the Company's supervisory board, which allows them to co-decide
on key strategic orientations;
the role of the Member of the Management Board - the Labour Director who acts as a liaison
between management and employees and represents the interests of employees in making
important business decisions;
cooperation with the Works' Council, whereby the Company's management regularly
communicates with employee representatives, actively participates in meetings and
maintains an open dialogue on current issues and employee initiatives. This cooperation
enables effective information exchange and strengthens trust between workers and
management.
We are committed to further developing a quality social dialogue that contributes to the long-term
stability of the Company, improving working conditions and increasing employee satisfaction. Our
partnership with trade unions and employee representatives remains the foundation for maintaining
a productive and motivated working environment.
In addition, we also identify the positive impacts that we create by ensuring secure employment for
our own workforce with long-term business stability, systematic human resources management and
investing in the development of employee competencies. We place special emphasis on social security
and related benefits, ensuring stable employment with minimal risk of layoffs, and competitive
salaries that enable employees to have economic security. We also ensure a balance between
professional and private life, which further contributes to employee satisfaction and long-term
stability.
We have identified two material risks. One arises from an unpolished succession policy and
inadequate employee competencies as it can negatively affect business continuity, productivity and
the Company's adaptability to market and technological changes. To manage it, we implement
targeted measures, such as systematic planning of personnel succession, education and training of
employees, thereby strengthening key competencies, ensuring knowledge transfer and preparing
personnel to take on future responsibilities. The second relates to the lack of personnel, untimely
substitution and inadequate work organisation, which can lead to disruptions in production, reduced
operational efficiency and greater workload for existing employees. Inadequate work organisation
additionally affects the efficiency of teams, increases employee turnover and reduces the long-term
sustainability of work processes. To manage these risks, we implement systematic personnel
planning, carry out timely substitution of key personnel and optimise work processes.
Cinkarna Celje, d. d., is highly dependent on a qualified and stable workforce as it enables the smooth
implementation of regulated and technically demanding production processes. This dependence
affects efficiency, quality, reliability of supply and the Company's long-term development capability.
Identified risks, such as the lack of appropriate personnel and the loss of key knowledge, affect the
business model and are addressed within the following strategic measures:
development of systematic knowledge transfer and internal succession processes;
strengthening internal training and competence development;
digitisation of HR processes;
long-term planning of critical job positions.
The relationship between risks and opportunities in the workforce is inextricably linked to the
Company's business strategy. Measures that are employed to manage HR risks also open up new
development opportunities and contribute to the successful implementation of strategic goals.
Therefore, risks and opportunities are linked into a unified approach that includes monitoring,
response and long-term integration into the Company's business model.
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140
[S1-1] Policies related to own workforce
Being one of the leading industrial companies in Slovenia, Cinkarna Celje, d. d., recognises the key
role of employees in achieving sustainable and business goals. We are committed to providing a safe,
fair and inclusive working environment where we respect fundamental human rights, workers' rights
and the principles of decent work.
Our employee strategy and approach to managing material impacts, risks and opportunities (IRO) in
relation to our workforce is based on policies covering the key areas of managing the respect for
human rights, human resources, health and safety at work, ethical business practices, employee
participation and respect for employee rights. These documents are the foundation of employee
management and provide operational support for the implementation of the Company’s strategic HR
policies.
Below, we present key documents governing the areas of health and safety at work, ethical conduct,
human resources organisation, diversity, violence prevention and competence development. Each of
them is related to one or more identified impacts, risks or opportunities (IRO) in the workforce:
The Health and Safety at Work Policy sets out organisational and technical measures to
prevent injuries and occupational diseases and to ensure the safe performance of work
processes. The policy directly addresses the actual negative impact associated with ensuring
health and safety at work.
The Code of Ethical Conduct and Work lays the foundations for responsible conduct,
professionalism and respectful cooperation. This strengthens the culture of integrity and
reduces the actual negative impacts associated with challenges in the field of social dialogue.
The Diversity Policy promotes inclusion and equal opportunities, which addresses the actual
negative impact on employee satisfaction and provides an opportunity to develop an inclusive
organisational culture.
The Rules on Internal Organisation and Job Classification establish a clear structure of jobs
and enable effective planning and allocation of personnel. It manages the risks associated
with staff shortages, inadequate organisation and substitution.
The Rules on the Prevention of All Forms of Violence in the Workplace protect employees
from psychosocial risks such as mobbing, harassment and violence. It reduces the actual
negative impacts on employee satisfaction and safety.
The Rules on the Setting and Payment of the Business Performance-Based Part of Pay determine
criteria for fair and targeted remuneration, which reduces the negative impacts on satisfaction
and represents an opportunity for greater motivation and loyalty.
OP 174 Provision of Personal Protective Equipment determines the procedures and
responsibilities for the use of personal protective equipment and reduces the risks of injuries
at work. It supports safety and compliance with legislation. The policy directly addresses the
actual negative impact associated with ensuring health and safety at work.
OP 137 Education regulates the system of internal training and competence development,
which enables the management of risks related to succession and lack of knowledge, and
promotes the long-term development of employees.
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141
Table 75: Key policies aimed at ensuring a safe and well-arranged working environment
Title of
policy,
commitment,
code
Description of key content
(objectives/targets, impacts,
risks, opportunities)
Responsibility
for the policy
Disclosure of
third-party
standards or
initiatives that
the Company
considers
when
implementing
the policy
Description of
consideration
of the
interests of
key
stakeholders
in the
formulation of
the policy
Available at
Rules on
Health and
Safety at
Work
Ensures a healthy and safe
working environment for
employees and visitors
Commitment to compliance
with relevant legislation and
regulations in the field of
health and safety at work
Focus on the prevention of
injuries at work
Determination of procedures
related to health and safety at
work
Determination of
responsibility
Head of the
Safety, Health
and
Environment
Department
Health and
Safety at Work
Act (ZVZD-1),
Directive
89/391/EEC,
ISO 45001
Addresses the
interests of
employees,
workers
employed
through
placement
agencies,
students,
pupils and the
labour
inspectorate;
developed in
cooperation
with employee
representatives
Intranet of
Cinkarna Celje
Code of
Ethical
Conduct and
Work
The Code of Ethical Conduct and
Work of Cinkarna Celje sets out
the fundamental principles and
rules of conduct for employees
and management. It ensures high
standards of business and ethical
integrity and promotes a culture of
responsibility, honesty and
respect.
Management
Board
OECD Guiding
Principles for
Multinational
Enterprises,
UN Global
Compact, ISO
26000,
Integrity and
Prevention of
Corruption Act
(ZIntPK)
Addresses
employees,
workers
employed
through
placement
agencies,
business
partners and the
general public
https://www.cin
karna.si/o-
podjetju
Diversity
Policy
The policy aimed at ensuring
diversity in the Management
Board and Supervisory Board of
Cinkarna Celje d. d. sets out the
main principles for achieving
greater diversity in these bodies,
which contributes to greater
efficiency, diversity of opinions
and a better understanding of
current developments and long-
term risks and opportunities for
the Company's operations.
Management
Board
Employment
Relationships
Act (ZDR-1),
UN Agenda
2030 (SDG 5,
8, 10)
Addresses
employees;
recommendati
ons of the
Slovenian
Sovereign
Holding taken
into account.
https://www.cin
karna.si/o-
podjetju
Rules on
Internal
Organisation
and Job
Classification
It sets out the organisational
structure and job classification,
defines internal organisational
units, their tasks, jobs with job
descriptions and conditions for
filling said jobs, and includes:
Internal organisation with the
definition of organisational
units
Job classification with the
definition of individual jobs,
including job descriptions,
required level and type of
education, working conditions
and other special
requirements
Head of HR
and General
Department
Employment
Relationships
Act (ZDR-1)
Addresses
employees,
workers
employed
through
placement
agencies,
document
prepared in
consultation
with employee
representatives
Intranet of
Cinkarna Celje
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142
Conditions for filling
employment positions by
determining the criteria that
candidates for individual
positions must meet, such as
level of education, work
experience, special
knowledge or qualifications.
Rules on the
Prevention of
all Forms of
Violence in
the
Workplace
Ensures a safe and pleasant
working environment and protects
the dignity of all employees
Clearly define what
constitutes violence, bullying,
sexual and other harassment
and psychosocial risks in the
workplace
Sets out measures for
identifying, preventing,
eliminating and managing
violence, harassment,
bullying and other forms of
psychosocial risks in the
workplace
Sets out reporting and
consideration procedures by
way of which employees can
report cases of violence or
bullying, and the manner in
which they are handled,
including ensuring anonymity
and protection of reporters
Sets out measures against
the alleged perpetrator of
unacceptable conduct
Head of the
Legal
Department
Employment
Relationships
Act (ZDR-1),
International
Labour
Organization
(ILO)
Convention
No. 190,
Recommendati
on No. 206
(ILO), Directive
2000/78/EC
(EU)
Addresses
employees,
workers
employed
through
placement
agencies,
students,
pupils,
documents
prepared in
consultation
with employee
representatives
Intranet of
Cinkarna Celje
Rules on the
Setting and
Payment of
the Business
Performance-
Based Part of
Pay
Determines the conditions,
criteria and procedures for paying
a part of the salary to employees
based on the achieved business
results of the Company and
includes:
Determination under which
conditions employees are
entitled to a part of the salary
for business performance, for
example, achieving certain
financial targets of the
Company
Clearly defined criteria used
for payment
Determination of the
methodology for calculating
the amount of payment and
the method of payment to
employees
Management
Board
ZDR-1,
Corporate
Collective
Agreement
Addresses
employees,
workers
employed
through
placement
agencies,
documents
prepared in
consultation
with employee
representatives
Intranet of
Cinkarna Celje
OP 198
Managing
Health and
Safety at
Work at Joint
Work Sites
The goal is the coordinated
implementation of safety
measures and the prevention of
accidents. The document lays
down measures to ensure safety
at work when several employees
and external contractors work at
the same work site at the same
time. It requires a written
agreement between all
Head of the
Safety, Health
and
Environment
Department
Health and
Safety at Work
Act (ZVZD-1)
ISO 45001
Addresses the
interests of
employees,
workers
employed
through
placement
agencies, and
the labour
inspectorate;
Intranet of
Cinkarna Celje
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143
participants, designates the
persons responsible for safety,
defines common measures and
requires that workers be
familiarised with safety
procedures.
developed in
cooperation
with employee
representatives
Organisationa
l regulation
OP 137
Education
Determines the planning of
training needs, the conditions for
training before starting work in the
position of employment (PE), and
training for independent work in
the PE for new employees,
employee reassignment to
another PM, extended employee
and agency worker absences,
defines the planning and
verification of employee
qualifications, training of students
and pupils (mandatory internship,
diploma theses, student work),
training of trainees and
apprentices, organisation and
monitoring of part-time studies
and determines the procedures
and system for conducting annual
interviews.
Head of HR
and General
Department
Health and
Safety at Work
Act (ZVZD-1)
Compliance
with OECD
Guiding
Principles for
Enterprises
Addresses
employees,
business
partners and
the general
public;
designed with
the
involvement of
management
and HR
Intranet of
Cinkarna Celje
Although the Company does not have a specifically adopted Human Rights Policy, which it intends to
put in place by the end of 2025, it places special emphasis on the following areas:
health and safety at work;
working hours and the right to rest;
salaries, wages and benefits;
discrimination and harassment;
forced labour (including human trafficking);
child labour;
freedom of association and collective bargaining.
We are committed to respecting all internationally recognised human rights, including respect for
Slovenian labour legislation, the EU Charter of Fundamental Rights (Article 21: Non-discrimination),
EU Directive 2000/78/EC (on equal treatment in employment and occupation), EU Directive
2000/43/EC (equal treatment between persons irrespective of racial or ethnic origin), and ILO
Convention No. 111 (on discrimination in employment and occupation), ILO Conventions Nos. 138
and 182, the Convention on the Rights of the Child (UN), the EU Charter of Fundamental Rights
(Article 32), the EU Directive 94/33/EC on the protection of young people at work, and the European
Convention on Human Rights (Article 4) as well as the ILO Declaration on Fundamental Principles
and Rights at Work. The Company has adopted the Rules on the Prevention of All Forms of Violence
in the Workplace, which enable the identification, prevention, elimination and management of
violence, harassment, bullying and other forms of psychosocial risk in workplaces, where the
following grounds for discrimination are explicitly covered: gender, race, religion, sexual orientation,
gender identity or other personal distinguishing elements. The Company has not adopted any specific
commitments or policies regarding inclusion or affirmative measures for persons in its own workforce
who belong to groups who are at risk of vulnerability, as it operates in accordance with the applicable
Employment Relationships Act.
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144
[S1–2] Processes for engaging with own workers and workers’ representatives about
impacts
We pay particular attention to cooperation with employee representatives as the Company has two
representative trade unions and the Works' Council, with which the Company has concluded
agreements on the provision of conditions and resources for the operation of both trade unions and
the Works' Council. In addition, employees have their own representative in the management bodies
a member of the Management Board a Labour Director, and in the supervisory body two
representatives on the Supervisory Board, through whom employees can assert their positions.
All employees can express their concerns regarding own workforce and sustainability through the
Works' Council whose regular agenda item is Employee Initiatives and Questions. In the event of
changes to the organisation and internal acts, the Company regularly conducts briefings and
consultations with the Works' Council and ensures the participation of its representatives at the
meetings of the Works' Council. At its meetings, the Works' Council obtains answers to open
questions from employees through invited representatives of the employer or through written
responses, which are published or uploaded on the intranet (SharePoint) and accessible to all
employees who have personal computers and/or through the minutes of their regular or
extraordinary meetings, which are also published on notice boards. Employees have an additional
channel for expressing concerns through union representatives or through the presidents of trade
unions, with whom the Management Board meets as appropriate or at least 4 times a year.
At Cinkarna Celje d.d., we are also aware of the importance of engaging vulnerable groups of
employees, such as older workers, women, foreigners and disabled people, as the impacts of our
business may have a more pronounced effect on them. We systematically engage employees and
their representatives in addressing workforce impacts, taking their views and concerns into account
through the Works' Council, union representatives and the possibility of anonymous submission of
proposals via our communication channels. Where necessary, we conduct additional informal
discussions with employees from vulnerable groups to ensure that their voices are heard and taken
into account in the design of measures that affect their working environment.
[S13] Processes to remediate negative impacts and channels for own workers to raise
concerns
Workers and their representatives are given the opportunity to participate in addressing all issues
concerning own workforce. They are involved in the assessment of risks to individual jobs and in
preparing a Risk Assessment. The Works' Council has several committees through which employees
from different divisions can raise questions and concerns regarding employees. Workers can report
work-related hazards and proposals for improving working conditions to the Works' Council by
reporting potential hazards and near misses. The effectiveness of the measures taken is assessed by
monitoring the implementation of agreed improvements, analysing recurring incidents and by regular
reporting and feedback from employees. Additional remedial actions are taken if necessary, based
on the data collected.
Company employee engagement takes place through the following channels:
Annual Quality of Work Satisfaction Survey where employees provide relevant information
on key topics such as: satisfaction with various aspects of work, such as working conditions,
promotion opportunities, salary, relationships with colleagues, employment stability,
reputation of work, etc. The results are presented and analysed at the executive management
level, and individual departments and managers are responsible for preparing action plans
to address the identified challenges.
Annual Employee Engagement Survey where employees provide relevant information that
affects employee engagement based on the Gallup Engagement Scale and where the data is
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internationally comparable. The results are presented and analysed at the executive
management level, and individual departments and managers are responsible for preparing
action plans to address the identified challenges.
The CC um system - reporting useful proposals where employees can submit various
proposals that improve individual work processes, the working environment, working
conditions, relationships, etc. Each submission is carefully reviewed by the system
administrator who is the President of the Works' Council and who ensures that the proposal
is properly addressed and evaluated by the responsible persons as well as that the employee
receives feedback regarding the submitted proposal.
Employees can also express concerns via three anonymous mailboxes What’s Bothering
You (Kje pa vas Čevelj žuli) or via the online channel razkritja@cinkarna.si, whose
administrator is a member of the Management Board - the Labour Director who carefully
examines each reported case and proposes further consideration.
Employee engagement effectiveness monitoring
We monitor several key indicators to assess the effectiveness of our efforts:
Survey methodology: We monitor trends in employee participation, engagement levels and
satisfaction, which allows us to adjust our engagement strategy.
Talent turnover and retention: This serves as an additional indicator of the effectiveness of
employee engagement.
Employee engagement effectiveness monitoring
Contract workers, students and pupils on compulsory internships are not considered employees of
Cinkarna Celje, d. d., however, in accordance with the law, uniform criteria and rules for their
engagement apply to them just like they do to our employees in line with the law and internal
regulations. Upon starting work, they are introduced to the working environment or onboarded,
informed about basic safety rules, rights and expectations, and assigned a responsible mentor or
manager. In accordance with the principles of fair treatment, these persons also have the opportunity
to express concerns, questions or detected irregularities through the same structures as regular
employees - this includes direct communication with superiors, support from the HR department and
the use of an anonymous communication form. Briefing on the available channels is part of the
introductory process, and their use is voluntary and protected. All persons using these structures
including contract employees, interns and students are subject to internal policies on protection
against retaliation as set out in the Code of Ethical Conduct, which applies to all individuals acting on
behalf of the Company or in its operations. We thus ensure that non-employed workers also have
the opportunity to safely express their concerns and participate in creating a fair and safe working
environment.
[S14] Actions on material impacts on own workforce, and approaches to mitigating
material risks and pursuing material opportunities related to own workforce, and
effectiveness of those actions
Assurance of health and safety at work
In line with the impacts related to health and safety at work, our Health and Safety at Work Policy is
based on the belief that all accidents are preventable, so our ZERO accidents target reflects our
commitment to this area.
The three main health and safety at work-related objectives/targets include:
1. Zero injuries at work the overarching goal
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This is a long-term goal to which all other goals are subordinate. We follow it step by step by
implementing various preventive activities and improvements.
2. Improvements in the field of health and safety at work and fire safety
We eliminate possible causes of injuries at work by identifying and analysing process risks that can
negatively affect safety and health at work.
3. Organisation and implementation of promotion of employee health
We regularly promote employee health according to a developed programme, which we adjust every
year.
As part of our efforts to ensure health and safety at work, we have implemented the following
activities or measures for all our employees:
provision of first aid to the injured and suddenly ill people at work workshop;
promotion of a healthy breakfast once a month;
health education work in the field of preventing cardiovascular diseases risk factors (control
of fats and sugar in the blood, blood pressure measurements, etc.);
body composition measurements determining the BMI as a risk factor for cardiovascular
diseases;
vaccination against tick-borne meningoencephalitis;
sun protection, skin tags and cancer preventive action in preventing skin cancer (individual
examinations, importance and instructions for self-examination, counselling);
participation in the "European Mobility Week" campaign - Celje drives sustainably to work;
"Pink October" - breast cancer awareness activities;
“Movember” - prostate cancer awareness activities (individual examinations, counselling);
seasonal flu vaccination.
Working with the contracted occupational medicine provider, we perform risk assessment
audits and ergonomic workplace inspections as well biological monitoring of employees. In
addition, the occupational medicine provider performs preventive medical examinations of
employees and issues a certificate of the employee’s ability to work. Preventive medical
examinations are performed at the intervals specified in the risk assessment for each
workplace (2460 months).
We employ an established system for recording and reporting statistics on emergency events and
for eliminating identified deficiencies. In the event of an accident at work or a sudden illness of an
employee, the Company organises and provides first aid and rescue services at all workplaces, both
during regular and shift working hours. In the event of an injury at work, the employee must
immediately seek first aid from qualified persons and inform the supervisor who must in turn report
the accident to the Health and Safety at Work Service.
In addition to accidents at work, we also monitor near-miss events and potential hazards, which we
regularly record and eliminate the causes of their occurrence or prevent the occurrence of accidents.
In 2024, we identified 207 potential hazards, which we promptly eliminated, which represents an
increase of 76.9 percent in identified potential hazards compared to the year before. This was
primarily the result of a more systematic approach to identifying potential hazards in maintenance
work. Employees reported 18 near-misses, which is 8 more near-misses than in 2023. The Safety
Minute activity was held among production workers in various forms and time intervals, the purpose
of which is for employees to briefly discuss the course of the shift and any potential hazards identified
in individual plants before they start their shift. In addition, in the event of an injury at work, they
discuss the causes that led to the individual accident as well as other current topics related to safe
and healthy work.
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We have established a system for assessing risks at workplaces according to incidence and intensity,
which is implemented at all times. Based on the results, a Risk Assessment for all Positions of
Employment and a Register of Health and Safety at Work Risks are created or revised, which shows
the exposure of employees to physical, chemical, mechanical, social and biological risks. In the event
of identified risks, we determine and adopt appropriate measures to reduce the exposure of
employees to hazardous working conditions, and we determine responsible persons and deadlines
for eliminating or reducing individual risks.
Good health is a prerequisite for a good and successful life and work - both for the individual and for
the work organisation, which is why we regularly implement the Health Promotion Programme, which
is intended to maintain and strengthen the physical and mental health as well as well-being of
employees and the early detection of various medical conditions. It is an active form of the employer’s
support in improving the general health and well-being of employees. The Health Promotion
Programme, which is financially evaluated and adopted by the Company's Management Board every
year, is prepared based on an assessment of the needs of employees. Thus, the programme takes
into account an analysis of the employees' health condition based on periodic medical examinations
and an analysis of sick leave absences by disease groups and economic activities.
Staff competence and availability
Competency and availability of staff represent an important strategic area and at the same time one
of the material risks that can affect the stability and success of operations. At Cinkarna Celje, d. d.,
we are aware that maintaining professionally qualified personnel and attracting new talent in
conditions of limited availability on the labour market is an increasing challenge. Therefore, we
systematically invest in the development of employee competencies, knowledge transfer and
adaptation of hiring strategies to ensure the long-term stability and competitiveness of the Company.
To manage the risk associated with the competency and availability of staff, the Company
implements the following measures for employees:
1. Staffing system: The established staffing system includes:
prescribed training programmes for each job;
assignment of mentors for new employees, which ensures effective onboarding.
2. Overhaul of the competency model:
In 2024, we carried out a review of existing employee knowledge and a revision of the
competency model, which enables targeted training in areas with a lack of competencies.
3. Targeted employee training: Based on the revised competencies, we organise the following:
internal and external training in the areas of planning, lean production and information
technologies;
activities for maintaining the active status of existing certified engineers.
4. Succession development:
we have identified key positions, defined potential successors and determined the required
competencies and the timeframe for replacements;
for the most promising candidates, we implemented the Leadership Academy management
development programme and additional coaching for employees.
Social dialogue
At Cinkarna Celje, d. d., we strive for high-quality social dialogue, which improves working conditions
for all employees and the long-term stability of the Company as the absence of such dialogue has
serious negative impacts on both the Company and its employees. Cooperation with employees and
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their representatives contributes to greater inclusion, satisfaction and reduction of risks related to
the workforce. Measures to address material impacts:
1. Regular cooperation with the trade union:
Concluded agreement on wage policy that determines fair remuneration of employees,
concluded agreement on cooperation between the Company and the trade union,
coordination of working conditions and social rights of employees through regular
negotiations,
active participation in the formulation of policies in the field of health and safety at work.
2. Strengthening the role of the Works’ Council:
Concluded agreement on cooperation between the Company and the Works’ Council,
regular meetings with management to discuss key issues,
option for employees to actively influence working conditions through representatives,
strategic integration of employee initiatives into decision-making processes.
3. Engagement of workers' representatives in supervisory bodies:
active participation of employees in the Company's Supervisory Board,
assurance of transparency in key business decisions.
The role of the Labour Director
Direct representation of employees' interests in the management of the Company,
liaison function between employees and the Company's strategic decisions
4. Internal communication system
Improved communication through internal notifications, meetings and direct dialogue,
introduction of mechanisms for employees to submit initiatives and questions,
monitoring employee satisfaction and responding to their needs.
Measurement and effectiveness of the measures taken are monitored for the following
1. Assurance of health and safety at work through the following activities:
Annual reporting at the annual executive college board,
regular monitoring of health and safety indicators through implementation targets, at
Management Board colleges and adoption of measures four times a year,
live monitoring of the indicator on monitors and the intranet Number of days without injuries
at work,
conducting of a detailed analysis of the causes of accidents,
regular informal meetings with a certified occupational medicine physician.
2. Social dialogue through the following activities:
Regular analyses of employee satisfaction and internal surveys,
review of the effectiveness of social dialogue, including the number of employee initiatives
and agreements reached,
monitoring the level of employee turnover and absenteeism enabling the measurement of
the long-term effects of measures.
Cinkarna Celje, d. d., remains committed to further developing and improving social dialogue as we
believe that open communication and cooperation contribute to the stability of the company and
sustainable performance.
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[S15] Targets related to managing material negative impacts, advancing positive
impacts, and managing material risks and opportunities
Through the Corporate Risk Management Committee, we have set targets and measures to manage
material risks and opportunities related to the workforce. In the Sustainability Strategy until 2030,
which was approved by the Company's Supervisory Board, which includes two employee
representatives, the Company has set the following targets:
increase the share of engaged employees to 40% and reduce the share of actively
disengaged employees to 16% (according to the Gallup Engagement Scale),
0 injuries by 2030,
increase the number of activities to promote employment opportunities close to home by
10%.
To achieve sustainability-related objectives related to its own workforce, the Company has set itself
indicators that will be monitored quarterly for the first time in 2025 and reported on at the
Management Board colleges 4x per year. The Company has set itself the following measures and
activities to achieve these objectives:
The following is planned in order to achieve the strategic objective of employee engagement:
overhaul of the mentorship system,
raising the organisational culture (financial and non-financial indicators, leadership,
education, knowledge transfer),
improvement of the accountability system,
improvement of the transparent salary system and setting of the variable part of pay and
promotions,
overhaul and implementation of the system for improving competencies and knowledge
(assessment, training, working with talents, successors).
The following is planned in order to achieve the strategic objective on employee safety:
introduction of the LOTO - Lock out, Tag out safety procedure system in TiO
2
production,
introduction of a safety pillar as part of the lean production project ("CC Excellence System")
in TiO
2
production,
introduction of additional activities to improve health and safety at work by 2030.
The following is planned in order to achieve the strategic objective of the promotion of employment
opportunities close to home:
cooperation with local primary and secondary schools, and faculties: organisation of
excursions to the Company,
provision of practical training for young people at all levels of education,
increasing participation at Career Fairs and other events promoting employment close to
home (Open Days, Information Days).
[S16] Characteristics of the Company's employees
As at 31 December 2024, Cinkarna Celje, d. d., had 718 employees, 79.8 percent of whom were
men and 20.2 percent were women. Taking into account the business policy of the Company's
Management Board, the diverse operating results of individual business units and the planned hiring,
the number of total employees decreased by 3.3 percent or 24 employees. In 2024, 84 people
stopped working at the Company, whereby 56 cases involved retirement.
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Table 76: Employees by gender as at 31 December 2024
Employees by gender
2024
Number
%
Male
573
79.8
Female
145
20.2
Other
0
0
Not reported
0
0
Total
718
100
As at 31 December 2024, the majority of employees (91.9%) were employed for an indefinite period
and worked full-time (98.9%). A smaller percentage of employees (1.1%) worked on a short-time
work basis. Employees, regardless of their indefinite or fixed-term employment or full-time or short-
time employment, receive the same benefits. Employee turnover in 2024 was 11.6%. The figure is
calculated based on the actual number of full-time employees, regardless of full-time equivalents
(FTE). The calculation includes all employee departures in the reporting year, regardless of the reason
(retirements, dismissals, mutual agreement terminations, deaths, etc.), with the total being 84
people.
The turnover rate was determined as the proportion of the number of departures in relation to the
average number of employees in the year, with the average calculated as the arithmetic mean of the
monthly number of employees. The figures are based on internal human resources records and are
reconciled with the Company's financial statements.
Table 77: Number of employees based on the number of persons, according to employment status as at 31 December 2024
Male
Female
Other
Not available
Total
Number of employees
573
145
0
0
718
No. of indefinite period employees
522
138
0
0
660
No. of fixed-term employees
51
7
0
0
38
Number of employees without guaranteed number of working hours
0
0
0
0
0
Number of employees with full working time
569
141
0
0
710
Number of employees with short working time
4
4
0
0
8
[S1-7] Characteristics of non-employee workers in the Company’s own workforce
The Company has signed two contracts with placement agencies, Trenkwalder and Addeco. We are
bound by the Cinkarna Celje, d. d., Corporate Collective Agreement for the payment of agency
workers who work through employment contracts with the aforementioned agencies, whereby they
are equal in terms of pay and all allowances or in an equal position as regular employees in the
Company. On average, 30.8 agency workers worked in the Company in 2024, which represents 4.2%
of the average number of employees in the Company. There is no seasonal impact on the number of
agency workers, but we adjust the number of employees to the needs of the Company.
Work based on a student referral (student work) was performed by 14.4 participants on an average
monthly basis. The Company still offers the majority of student work to students in the summer
months (July, August) whereby we temporarily or occasionally cover vacations and additional work.
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Excluding the months of July and August, an average of 9.5 employees work in the Company based
on a student referral.
[S18] Collective bargaining coverage and social dialogue
Employees are bound by the Corporate Collective Agreement of Cinkarna Celje, d. d., which the
Company has concluded with two representative trade unions. At Cinkarna Celje, d. d., collective
bargaining and agreements with social partners are the key mechanism for regulating employment
relationships as they ensure a stable working environment and uniform conditions for all employees.
In 2024, 100% of our employees were fully covered by the Corporate Collective Agreement and
94.6% of those are entitled to all rights and benefits stipulated in the Collective Agreement, including
provisions on wages, working hours, allowances, and health and safety at work. 5.4% of employees
performing managerial and executive functions were partially covered by the Corporate Collective
Agreement, namely only in the part that is not specifically regulated in their individual employment
contracts. This means that these employees have certain aspects of working conditions regulated
directly in their respective contracts, while other general elements of employment relationships still
follow the Collective Agreement.
The company actively promotes social dialogue, which takes place through two representative unions
the Svobodni sindikat and the Neodvisni sindikat. In addition, employees have two representatives
on the Supervisory Board and their representative on the Management Board who is a member of
the Management Board - Labour Director, which allows them to be directly represented in the
Company's strategic decisions.
Regular meetings between management and employee representatives allow for the discussion of
key topics such as salaries, working conditions and safety at work, which contributed to
improvements in allowances for special working conditions and the agreement on salary policy,
payment of holiday pay and the determination of the conditions for the payment of the business
performance-based part of pay for 2024.
Cinkarna Celje, d. d., recognises and supports the right to organise in trade unions and collective
bargaining, ensures compliance with the GDPR and promotes open social dialogue as a key tool for
improving working conditions and sustainable development of the Company.
Applicability of the Corporate Collective Agreement for non-employee workers
Contract workers, students and pupils on compulsory internships are not considered employees of
Cinkarna Celje, d. d., however, the Corporate Collective Agreement applies to them in its entirety
and in the same scope as it does for our employees.
[S19] Diversity indicators (metrics)
Cinkarna Celje, d. d., recognises the importance of diversity and inclusion as key factors for the long-
term success of the Company and the creation of a supportive working environment. The Company
is committed to providing equal opportunities for all employees, regardless of gender, age, ethnicity,
religion, disability or other personal circumstances. As at 31 December 2024, the Company employed
10 men (62.5%) and 6 women (37.5%) at the senior management level (B-1), at the level of
directors and heads of departments reporting directly to the Company's Management Board.
The largest age group in 2024, with 45.8%, was made up of employees aged between 30 and 50,
which represents a significant shift for the Company in terms of rejuvenating the workforce, taking
into account demographic trends. This is followed by employees aged 50+ who accounted for 39.3%
of the workforce. The smallest group of employees is made up of employees under 30 years of age.
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We are aware of the rising average age of our employees and we are taking several measures to
encourage the recruitment of younger staff and to enable young people to develop their professional
competences, including by creating a supportive working environment. We provide students with
regular work placements and offer scholarships for training as chemical technicians, mechanical
technicians, toolmakers, chemical engineers, mechanical engineers and electrical engineers. We run
mentoring programmes for new employees to transfer skills, while engaging with the wider social
environment to raise young people's interest in chemistry.
Table 78: Number of employees by age group as at 31 December 2024
Percentage of employees by
age (%)
2024
Male
Female
Other
Not reported
Total
Younger than 30
13.2
1.7
0.0
0.0
14.9
30-50 years
38.4
7.4
0.0
0.0
45.8
Above 50 years
11.1
28.1
0.0
0.0
39.3
Total
62.8
37.2
0.0
0.0
100.0
[S1-10] Adequate wages
The minimum wage for employees in the Republic of Slovenia for 2024 is EUR 1,253.90 gross. The
average salary in the Company is 23.1% higher than the average gross salary (EUR 2,394.92) in the
Republic of Slovenia in 2024. All employees are treated equally and the same standards apply to all
of them when determining their salaries and all allowances agreed in the Corporate Collective
Agreement. The value of the starting salary is determined according to the job classification of each
post. Over the years, the gross minimum wage and the gross average wage in the Company have
been increasing steadily as a result of keeping up with current national legislation, our responsibility
towards our employees and our negotiations with the social partners to ensure that our employees
can live in dignity in the face of the rising cost of living.
Table 79: Gross minimum wage in the Republic of Slovenia and average wage at Cinkarna Celje d.d. in 2024, in EUR
2024
Gross minimum wage (EUR)
1,253.90
Gross average wage (EUR)
2,949.32
At Cinkarna Celje, d. d., all employees are paid an adequate wage, which is in line with the
benchmarks set by Directive (EU) 2022/2041 of the European Parliament and of the Council as the
wage must not be lower than the minimum wage in the individual European Union country in which
the entity operates. The minimum basic salary of the Company's employees is EUR 1,319.58, which
is 5.2% or EUR 65.7 gross higher than the minimum salary in the Republic of Slovenia for 2024.
[S1-11] Social protection
In line with the applicable legislation and collective agreements, all employees at the Company are
covered by social protection against loss of income due to major life events. All employees are
covered by compulsory forms of social insurance provided for by law, which ensures financial security
in the event of major life events.
The Company provides its employees with the following:
Health and pension protection - all employees are covered by compulsory health and
pension insurance, which guarantees their right to medical services and pension benefits.
Sickness absence benefits - in the event of illness or injury, employees are entitled to a
salary allowance in accordance with the law and the Company's internal regulations.
Parental leave and family benefits - employees are entitled to maternity, paternity and
parental leave as well as other benefits related to childcare in accordance with the law.
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Unemployment protection - in the event of job loss, employees are entitled to
unemployment benefits and other support mechanisms in accordance with the law.
Disability or work incapacity benefits - in the event of permanent incapacity for work,
the Company supports employees in acquiring social rights and provides for gradual
integration into work or adapted work tasks.
[S1-12] Persons with disabilities
Cinkarna Celje, d. d., also employs people with disabilities. At the end of 2024, they represented
5.7% of all employees. This is a relatively high proportion, exceeding the legal quota for companies
by less than a percentage point. These are employees with varying degrees of disability, and their
work or workplace is adapted to enable them to perform work according to their level of disability
and in line with their abilities. Over the years, we have seen an upward trend in the number of
workers who are limited at work due to a medical condition. Through an active policy of cooperation
with the Occupational, Transport and Sports Medicine and the Disability Commission of the Pension
and Disability Insurance Institute, the proportion of disabled persons in the total number of
employees has decreased for the fifth consecutive year, with the exception of 2022. The positive
trend continues. Taking into account the ageing structure of the workforce and the changes in the
legislation, which is more restrictive towards the retirement of people with disabilities, we do not
expect a significant improvement in this structure at this stage. The main reason for the increase in
the number of people with disabilities at work relates to limitations related to spinal deformities and
incorrect posture, limitations in lifting heavy loads and psychosomatic reasons.
Table 80: Percentage of employees with the status of person with disability as at 31 December 2024 12. 2024
Disabled employees
2024
Number
41
Percentage (%)
5.7
[S113] Training and skills development indicators (metrics)
We recognise the importance and value of qualified employees, which is why we provide them with
regular training and competence development. The largest share of education and training is
mandatory, mainly in the areas of health and safety at work, handling hazardous chemicals, fire
safety, environmental protection and standards management.
Table 81: Employee education and training in 2024
Male
Female
Total
Total number of employee attendance at specific functional
education and training sessions
2,869
955
3,824
Total number of hours of education and training in specific
content
12,165.7
3,943.8
16,109.5
Average number of hours of education and training per
employee
21.1
16.3
22.2
Average financial value of education and training per
employee
676.0
659.5
675.7
We provide employees with access to training and development programmes, with a focus on
strengthening the skills required for technological progress and safety. By digitising our operations,
we have introduced e-learning for all employees. This ensures continuous professional development
and the strengthening of employees' competences. In 2024, we organised 22.2 hours of
training/employee, with a particular focus on safety, engagement and professional content. The
increase in training hours compared to the previous year is due, among other things, to the focus on
additional professional training and soft management skills. This was also reflected in the content of
education and training, which was again focused on improving the specific professional areas of
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individuals and on mandatory regular education and training. In 2024, 3,824 participants attended
specific functional training within and outside the Company. The total number of hours of training
was 16,109.5, which is 30.0% more than the previous year.
In 2024, the Company did not conduct formalised and systematic reviews of employee performance
and career development, therefore data on the share of people involved and their breakdown by
gender is not available. We are working to develop a unified system of monitoring and supporting
human resource development, which will enable a more structured treatment of this area in future
periods.
[S114] Health and safety indicators (metrics)
A safe and healthy working environment is one of the key priorities of Cinkarna Celje, d. d. The
Company regularly conducts risk assessments at workplaces and includes employees in training on
the safe handling of equipment and materials. We also offer a range of activities aimed at supporting
the mental health and well-being of employees. Cinkarna Celje, d. d., has set itself the target of zero
injuries at work, which is why it has implemented measures to improve working conditions, with an
emphasis on workplace safety and ensuring access to ongoing training for all employees. We
regularly monitor the achievement of the target, and we set short-term performance targets every
year that help us achieve the headline target. We operate in accordance with the ISO 45001
certificate - Occupational Health and Safety. Progress is regularly measured via indicators included
in the reporting in the regular annual management review.
The health and safety at work management system covers everyone (100%) who works in the
Company based on an employment contract or performs work for the Company on any other legal
basis (external contractors), as well as employees who work as part of their training and student
work.
We monitor injuries at work with the so-called frequency index, which represents the number of
cases of absence from work due to sick leave per 100 employees. The frequency index increased
from 1.6 to 2.3 injuries per 100 employees compared to 2023. There were no occupational diseases,
work-related deaths or injuries related to commuting to and from work when the transport is
organised by the employer, and we had no business trips in 2024.
The lost time injury frequency rate (LTIFR) is calculated as the ratio of the number of lost time
injuries to the total number of working hours of all employees, multiplying the result by a factor of
1,000,000.
Table 82: Health and safety indicators in 2024
Event
2024
No. of work-related injuries
17
No. of lost days due to work-related injuries
1209
Lost time injury frequency rate (LTIFR) (S1-6 AR89)
14.8
Frequency index
2.3
Work-related illness
0
No. of lost days due to work-related illness
0
Work-related deaths
0
Occupational illnesses
0
No. of commuting injuries, if organised by employer
0
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No. of lost days due to commuting, if organised by employer
0
No. of business travel injuries
0
No. of lost days due to business travel
0
*No. of recorded work-related injuries - external contractors
6
*Work-related deaths - external contractors
0
In 2024, we recorded 17 injuries, 1 of which was a serious injury, while no deaths or occupational
illnesses were recorded. Under the frequency index indicator, we recorded 2.3 injuries per 100
employees, which represents an increase of 43.8% compared to 2023. As a result, the increased
number of injuries at work meant that the number of lost days also increased, from 371 days (in
2023) to 1201 days (in 2024). The causes of injuries at work included primarily trips, slips and falls,
followed by chemical burns and cuts.
[S1-15] Work-life balance indicators (metrics)
Cinkarna Celje, d. d., fully recognises the importance of the work-life balance and offers employees
flexible working models, such as teleworking and flexible working hours. All employees are entitled
to leave for family reasons in accordance with the Employment Relations Act and the Corporate
Collective Agreement, which makes it easier to reconcile work and family obligations. Family-related
leave includes absence due to care for sick children or relatives, maternity leave, paternity leave,
parental leave, time for birth and adoption. This definition does not include leave due to medical
examinations of employees, illness related to pregnancy outside of parental leave, or absence due
to funerals and deaths of relatives. Family-related leave also does not include absences registered
as unspecified unpaid leave.
In 2024, the Company did not have separate records of types of family-related leave (e.g. maternity,
parental, childcare, etc.) as all such absences are recorded under a single absence code, regardless
of their purpose. Therefore, it is not possible to calculate the percentage of employees who actually
took leave for family reasons, nor a breakdown by gender.
We are aware of the importance of this data for assessing the employees' work-life balance, and we
plan to establish more precise classifications of absences in the coming years.
[S116] Compensation indicators (metrics) (pay gap and total compensation)
The total compensation ratio is calculated by dividing the total annual salary of the highest-paid
employee by the median annual salary of employees at Cinkarna Celje, d. d., whereby the highest-
paid employee is excluded from the calculation. The median compensation and the calculation of the
pay gap include all compensation paid by the Company to employees on an annual basis that is
taxable.
The ratio between the annual total compensation of the highest-paid individual and the median
annual total compensation of employees (excluding the highest-paid individual) for 2024 is 9.4.
In 2024, taking into account the weighted average between the genders, the pay gap between the
genders was -3.3%, meaning that women are on average better paid than men.
[S117] Incidents, complaints and severe human rights impacts
Cinkarna Celje, d. d., remains committed to respecting human rights, promoting diversity and
ensuring a working environment free from discrimination. In 2024, there were no reported or
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addressed incidents of discrimination, complaints or identified severe human rights impacts by
employees, as shown in the table below.
The Company has clear mechanisms in place for reporting incidents, including anonymous channels
that allow employees to raise concerns without fear of retaliation. Reports are handled in accordance
with internal procedures and in accordance with Slovenian legislation and international standards.
In accordance with the principles of sustainability reporting, the Company also monitors potential
complaints and incidents related to human rights and reports on them in a transparent and
responsible manner. The content below is prepared in accordance with the application requirement
AR 13 within the framework of ESRS S1-17, which requires a presentation of actual or potential
severe negative human rights impacts, including their scope and the Company's response. Table 38
thus presents part of the disclosures related to risk management, detection and treatment of severe
human rights impacts within own workforce, thereby ensuring transparency and fulfilling the
Company's duty of care in this area.
Table 83: Incidents, complaints and severe human rights impacts
Indicator
Unit
Value
Incidents of discrimination, including harassment
Number
0
Complaints filed via employee concern channels
Number
0
Fines, penalties and compensation for incidents and complaints
EUR
0
Confirmed severe incidents of human rights violations related to own workforce
Number
0
Fines, penalties and compensation related to confirmed severe incidents of human
rights violations
EUR
0
Confirmed severe incidents of human rights violations related to the value chain (input
and output flows)
Number
0
Confirmed severe incidents of human rights violations related to consumers and/or
end users
Number
0
5.4.2 [S3] Affected communities
Cinkarna Celje, d. d., does not exceed an average number of 750 employees as at the balance sheet
date and has decided in accordance with the provisions of Appendix C to ESRS 1 to phase in the
reporting for disclosures related to ESRS S3 - Affected communities. Despite this option, an
assessment of the materiality of the topic was carried out in 2024 and we provide disclosures for all
material matters.
[S3-SBM3] Material impacts, risks and opportunities and their interaction with strategy
and business mode
We define affected communities as the local population in the areas where the Company directly
operates and carries out its activity (municipalities of Celje, Štore, Šentjur and Mozirje). The
materiality assessment was carried out in accordance with ESRS 2 IRO-1 and takes into account both
actual and potential impacts. Impacts, risks and opportunities are related to the Company's business
model and strategy (ESRS 2 SBM-3) as they can affect the success of operations, the ability to
implement strategic projects and obtain consent from the local environment for further development.
Based on publicly available data and due diligence, we have not yet identified any significant impacts,
risks or opportunities in the value chain, but we will continue to closely monitor, analyse and include
this area in the future in accordance with the needs and opportunities that arise.
The Company requires the amendment of spatial planning acts for its operations and development
so the acceptance of and support for the Company's activities by the affected communities is crucial.
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The actual risk is related to the location for the disposal of red gypsum (waste from titanium dioxide
production). The project to fill landfills affects communities living in the immediate vicinity (Za
Travnik, Bukovžlak) and is key to mitigating the risk of the Company's strategy not being achieved.
Old environmental burdens at the Bukovžlak site cause leaching of pollutants that enter the
environment and can potentially affect the food produced. The Company is implementing remediation
measures to prevent the spread, which represent a significant cost with the possibility of increasing
with new findings from field research and remediation efforts. The remediation of old environmental
burdens is an integral part of responsible environmental management, which is included in the
Company's long-term strategy and has a significant impact on the social acceptance of its activities.
The barriers that retain liquid and solid waste are made of soil and as such are subject to possible
displacement and, in extreme cases, collapse. Heavy rainfall in recent periods has accelerated these
processes (landslides). The safety of the barriers is inextricably linked to the production process and
waste storage. The Company's strategy envisages a systematic reduction of environmental risks,
which also includes investments in the stability of the barriers. Climate impacts result directly in the
need to adapt infrastructure and technical measures, and they also increase the risk of business
disruption and damage to the local community in the event of a collapse.
The nature of technological processes at the Company can lead to industrial accidents, which, by
destroying material resources, pose a risk to the existence of the Company as well as a risk of a
negative impact on the affected communities. The business model includes preventive measures
(SEVESO, IED) and cooperation with stakeholders, which influences strategic decision-making
regarding investments and risk management.
Part of the Company's long-term strategy is to cooperate with the education system to develop
knowledge related to industry and sustainability. The Company's business model includes
investments in human resources development and strengthening a positive social image. Such
cooperation creates opportunities for the long-term provision of appropriate personnel and
strengthens the Company's reputation among young people and the general public. For the 17th
year in a row, the Company has been running a competition for primary and secondary schools with
which it cooperates in the education system on topics from industry and sustainable management.
We provide excursions to many schools, and we mentor individuals when they do their school papers
and enable them to gain practical experience through work placements.
Our channels already in place and those planned for 2025 provide affected communities with an
insight into our operations and strengthen mutual dialogue.
Social responsibility is an integral part of the Company's strategy. Supporting communities through
donations and sponsorships contributes to the long-term social acceptance of the Company's
activities. Such measures not only contribute to a better quality of life in the local environment, but
are also strategically important for strengthening relationships with stakeholders and preventing
potential resistance to planned development projects. By supporting sports, cultural and other
activities in the local community, the Company encourages an active, healthy and sustainable life in
the local environment and builds business connections with stakeholders. We want to contribute to:
the improvement of the physical and mental health of residents, especially children,
through better opportunities for sports,
the preservation and development of cultural heritage and promotion of cultural activities
that strengthen local identity and community cohesion,
ensuring accessibility and safety for all residents, especially vulnerable groups, as well as to
the development of knowledge and skills that promote sustainable development and long-
term progress of the community.
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[IRO1] Description of the process to identify and assess material impacts, risks and
opportunities in the S3 area
Based on a material impact, risk and opportunity analysis (DMA or Double Materiality Assessment),
we have identified several important aspects related to affected communities that we present in the
Table below.
Table 84: Impacts, risks and opportunities (IRO) for the E5 area
Material impacts, risks and/or
opportunities
Definition
Location/value chain
Time period
Own activity
Downstream
part of the
value chain
Upstream
part of the
value chain
Short-term
Medium
-term
Long-term
Negative impact on the Company's
operations due to the inability to remove red
gypsum (local community does not grant
consent for the preparation of a spatial
planning act)
Risk
x
x
Increased costs due to the elimination of old
environmental burdens (prevention of
potential negative impact on food due to the
spread of pollutants)
Risk
x
x
Negative impact on operations due to heavy
rainfall - floods, landslides (impact on the
increase of the possibility of the collapse of
the Bukovžlak and Za Travnik barriers and
thus the negative impact on people living
downstream of the barriers and their
property)
Risk
x
x
Event - industrial accidents (potential
negative impact on the environment and
human health due to released emissions
and social impact in the event of a
consequent limitation of the Company's
operations)
Risk
x
x
Cooperation in the education system
(competitions, placements, excursions,
B.A./M.A./Ph.D. theses, scholarships)
Actual positive
impact
x
x
Established channels for dialogue with
affected communities (Advisory Committee,
complaint resolution, Open Days)
Actual positive
impact
x
x
Support for local sports, cultural and other
activities in the local community
Actual positive
impact
x
x
[S3-1] Policies related to affected communities
Table 85: Overview of policies for the management of material affected community-related impacts, risks and opportunities
Title of policy,
commitment, code
Description of key
content
(objectives/targets,
impacts, risks,
opportunities)
Responsib
ility for the
policy
Disclosure of
third-party
standards or
initiatives
that the
Company
considers
when
implementin
g the policy
Description of
consideration
of the
interests of
key
stakeholders
in the
formulation of
the policy
Available
at
Policy on the Establishment
of Means for the
Communication of
Concerns, Complaints and
Needs of Affected
Communities
The policy defines the
following:
principles for addressing
concerns, complaints
and needs of the
community
Manageme
nt Board
ESRS S3-2,
ESRS 2-GOV
3, principle 31
of UN Guiding
Principles on
Business and
The policy
takes into
account the
interests of
affected
communities
Intranet of
Cinkarna
Celje
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159
channels for
communication
consideration procedure
option of filing
complaints regarding
consideration
monitoring and reporting
procedures
Human
Rights, OECD
Guidelines on
Responsible
Business
Conduct
IRO 1, 2, 3, 4,
6 in the Table
above
Rules on the Establishment
and Operation of the Social
Advisory Committee for the
City Municipality of Celje,
the Municipality of Štore and
the Municipality of Šentjur
and
Rules on the Establishment
and Operation of the Social
Advisory Committee for the
Municipality of Mozirje
The rules define the
following:
purpose and objectives
powers
Advisory Committee
composition
method of work of the
Advisory Committee
Manageme
nt Board
ESRS S3-2,
ESRS 2-GOV
3, principle 31
of UN Guiding
Principles on
Business and
Human
Rights, OECD
Guidelines on
Responsible
Business
Conduct and
GRI 413
The policy
takes into
account the
interests of
affected
communities
IRO 1, 2, 3, 6 in
the Table
above
Intranet of
Cinkarna
Celje
Sponsorship and Donation
Policy
The policy defines the
following:
Company’s objectives in
the field of sponsorships
and donations
measurement of the
success of the
sponsorship and
donation management
process
planning of funds
intended for
sponsorships and
donations
procedure for allocating
sponsorship and
donation funds
selection criteria
proof of the fulfilment of
obligations
Manageme
nt Board
ESRS S3 (S3-
4 and S3-5),
ISO 26000,
GRI 413,
OECD
Guidelines
The policy
takes into
account the
interests of
affected
communities
IRO 1, 5, 7 in
the Table
above
Intranet of
Cinkarna
Celje
The Company does not yet have a Human Rights Policy, but plans to put one in place by the end of
2025. Nevertheless, in our operations, we are committed to respecting the human rights of affected
communities in accordance with international standards. We pay special attention to the right to
information and participation and to ensuring a healthy living environment.
To implement these commitments, we ensure cooperation with communities and effective remedial
actions in the event of negative impacts, which is confirmed by the results of responses to questions
and complaints from the public.
The Company has adopted the Policy on the Establishment of Means for the Communication of
Concerns, Complaints and Needs of Affected Communities, the purpose of which is to define clear
and accessible channels. The goal is to ensure transparency, accountability and effective resolution
of issues raised by local residents and other stakeholders.
In order to establish a continuous dialogue, the Company is forming a Social Advisory Committee in
2025, which will serve for the provision of information and participation in the implementation of
processes that impact affected communities. The method of work is described in detail in the Rules
on the Establishment and Operation of the Social Advisory Committee and the inclusion of information
in co-decision-making.
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160
The Social Advisory Committee will meet twice a year. At this meeting, we will present our
development and investment plans and listen to the needs and initiatives of representatives of the
affected communities. For specific cases, we will also present the plans at a session of the municipal
council.
In the field of disposal of non-hazardous waste from the production of titanium dioxide (red gypsum),
we are implementing a long-term plan for the drainage of the Za Travnik reservoir, which serves as
a fill. To provide information on the progress of the work and measured emissions, a Commission for
the Supervision of the Implementation of Works in the Za Travnik Landfill Area has been established.
It consists of members of the local community and representatives of the Company, and has been
operating for the 17th year running.
Because we understand that residents want more detailed information about the operations of our
Company, we are also organising an Open Day.
By sponsoring agreed activities, the Company demonstrates its social responsibility and supports
projects that contribute to sustainable development and improve the quality of life in the community.
At the same time, it enables the expansion of business connections, strengthening relationships with
stakeholders and positioning the Company as a reliable and socially responsible partner. With its
support, the Company has a significant impact on bringing young people together in sports activities,
uniting residents in various societies, and implementing cultural activities and projects to improve
safety and infrastructure. The definition of such activities is described in the Sponsorship and
Donation Policy.
In the event of identified negative impacts on communities, the Company implements remedial
actions, including rehabilitation measures and adaptation of strategies. These actions are developed
in cooperation with the affected communities.
Our policies are aligned with international UN and ILO guidelines and are taken into account in
preventing impacts, cooperating with communities and implementing remedial actions.
[S3-2] Processes for engaging with affected communities about impacts
The Company actively involves affected communities in impact management through the existing
mechanism for communicating the concerns, complaints and needs of the affected communities,
annual meetings of the Commission for the Supervision of the Implementation of Works in the Za
Travnik Landfill Area and occasional consultations with local community representatives (mayors,
chairmen of local communities). Starting in 2025, the Social Advisory Committee will take on an
additional role in involving communities in the decision-making process and formulating the
Company's sustainability policies.
[S3-3] Processes to remediate negative impacts and channels for affected communities to
raise concerns
The Company is committed to responding in a timely manner and implementing remedial actions if
it finds significant negative impacts on affected communities. The procedure for ensuring remedial
action consists of the following:
1. Reporting and recording the impact:
Negative impacts can be detected by the Company through monitoring and internal
inspections or by receiving complaints from affected communities.
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The grievance mechanism allows reporting and recording in the Register of Public Questions
and Complaints.
2. Investigation and impact assessment:
The Safety, Health and Environment Department, together with the operational
departments, verifies the validity of the complaint or the detected impact.
If the impact is significant, external experts are involved in the assessment (e.g. Faculty of
Civil and Geodetic Engineering of the University of Ljubljana for the stability of barrier
bodies).
3. Determination and implementation of remedial action:
The action depends on the type of impact and may include, for example, additional
rehabilitation in brownfield areas, optimisation of treatment plants, additional protective
measures (e.g. strengthening the safety of barrier bodies) or remedial actions to prevent
the problem from recurring.
4. Monitoring the effectiveness of the action:
After implementing the action, the Company verifies its effect and adjusts further activities.
The Company ensures that all remedial actions are carried out transparently, in dialogue with affected
communities, and in accordance with internal policies and international human rights guidelines.
In order to provide formal means for communicating concerns, complaints and needs of affected
communities, we have established a special online channel that lists the telephone number and the
email address info@cinkarna.si and a special email address varstvo.okolje@cinkarna.si for reporting
environmental impacts.
The Company ensures the availability and accessibility of communication channels with affected
communities by establishing several different communication channels:
an online channel for questions and complaints,
focus groups, surveys and individual interviews,
Commission for the Supervision of the Implementation of Works in the Za Travnik Landfill
Area,
cooperation with experts and independent institutions to assess the effects of implemented
measures (e.g. impact on the safety of barrier bodies),
a review of trends and analyses based on the data obtained.
In the future, we will upgrade these with:
meetings of the Social Advisory Committee where we will monitor the effects of actions and
obtain proposals for improvements.
Regardless of the channel of receipt, a complaint about a negative impact on affected communities
is forwarded to the Safety, Health and Environment Department (SHED). The responsible person
records it in the Register of Public Questions and Complaints (accessible on the intranet) and checks
whether the reported negative impact is a result of our operations.
If the complaint is related to a reported emergency in our production, the complainant will
receive an explanation of the reasons and the measures taken, and the form will be
completed accordingly.
If there is no data, a check is initiated with the person responsible for the process that
could cause an impact.
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The Management Board is also informed about the complaint, which gets involved in the resolution
as appropriate. Following the check and action, the information is forwarded to the SHED, which
informs the complainant and completes the form. In 2024, we recorded 4 complaints. We responded
to all of them by performing a check and taking action. There were no repeated complaints on the
same topic so we assess the action procedure as effective.
The Company assessed the affected communities' familiarity with the procedures for expressing
concerns or needs and their consideration as well as their trust in said procedures by conducting a
survey. Just under 70% of respondents trust the Company to address and resolve their comments
and suggestions in a timely manner. 74% of respondents understand the information that the
Company shares with the public via media/social networks. This is also the percentage of all who
fully or partially agree that a published telephone number and email are sufficient to establish
communication with the Company. 68% also partially or fully agree with the statement that Cinkarna
Celje, d. d., acts in an exemplary manner in the local environment and prepares public events for it.
Policies on protection against retaliation for individuals who use channels to raise concerns or express
needs are in place. More detailed in chapter [G1-1] Business conduct policies and corporate culture.
[S3-4] Taking action on material impacts on affected communities, and approaches to
managing material risks and pursuing material opportunities related to affected
communities, and effectiveness of those actions
According to the results of focus groups and individual interviews, we find that, in addition to actions
to reduce environmental impacts, the affected communities also expect other actions to improve
their quality of life. They express the need for a contribution in terms of employment, investments,
especially in sports, as a way of healthy and active leisure time for children and adults. The desire
for support in the construction of infrastructure such as bicycle paths and paving of local roads has
also been expressed. This will help to encourage green mobility, and reduce dust and noise from
traffic. In addition, the communities expect our support in ensuring a higher level of safety, which
would help to strengthen the resilience of local communities in the event of disasters. In 2024, the
Company allocated EUR 726,850 for co-financing such projects and activities. In the future medium
and long-term periods, we are committed to continuing to co-finance selected projects in these areas.
In 2024, we participated in the educational process with competitions for primary and secondary
schools for the 16th time with current topics. We also contribute to this by providing holiday work
placements and excursions.
We have recognised the improvement of cooperation with affected communities through the planned
introduction of a Social Advisory Committee as an important positive contribution.
We assess the effectiveness of actions or initiatives as appropriate, which we confirm:
with the findings of the meetings of the Commission for the Supervision of the
Implementation of Works in the Za Travnik Landfill Area,
with the resolved complaints in the Register of Public Questions and Complaints,
expressions of gratitude we receive from schools with which we cooperate in educational
processes.
At the Bukovžlak and Za Travnik locations, we are implementing rehabilitation and safety measures
that are simultaneously aimed at the rehabilitation of brownfield areas and the safety of barrier
bodies.
These are several types of measures:
regular maintenance measures for high-fill barriers that ensure stability is maintained,
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filling the Za Travnik reservoir, which eliminates the possibility of a flood wave in the event
of a barrier collapse and enables the possibility of returning the devastated area to useful
use again,
a conceptual plan for filling the Bukovžlak reservoirs, which would also eliminate the
possibility of a flood wave in the event of a barrier collapse and enable the possibility of
returning the devastated area to useful use again,
measures for the rehabilitation of the Bukovžlak Non-Hazardous Waste Disposal Site (ONOB).
At Za Travnik, the filling of the reservoir ensures the stability and safety of the barrier body. The
duration of the implementation of the measure is between 7 and 25 years, depending on the agreed
form of filling. In order to ensure the safety of part V of the barrier, filling was supplemented in 2024
by the installation of drainage ribs and an intervention measure for the rehabilitation of the landslide
on the western side.
We also presented the local community with a conceptual proposal for the same solution for the
rehabilitation of the devastated area in Bukovžlak by filling as in the Za Travnik area, with an
expected duration of the measure of 24 years.
In 2025, we will begin construction of a liner at the Bukovžlak Non-Hazardous Waste Disposal Site
(ONOB). This will be followed by the construction of a sealing cover and the construction of a diversion
embankment, which would, in the event of damage to the Bukovžlak high-fill barrier, divert the mud
flow away from the settlement and thus prevent major material damage and human injuries. The
rehabilitation will be completed by 2029.
In its operations, the Company uses chemicals and carries out chemical processes that may pose a
risk of industrial accidents and impact on the local community. To reduce these risks, we carry out
preventive maintenance of equipment, periodic fire risk assessments and job classification subject
to the risk assessment. In the field of environmental protection, we have introduced European
environmental protection standards and harmonised our operations with the IED and SEVESO
directives. We regularly conduct internal audits and eliminate identified deficiencies. We ensure fire
safety with a permanent fire brigade and practical exercises, and we train employees and external
contractors. We have also appointed a permanent occupational safety coordinator and have
introduced instructions for fire prevention, accident prevention and improvement of the working
environment.
The effectiveness of these measures is monitored annually through monitoring, technical
observations and expert review of the resulting reports by the Faculty of Civil and Geodetic
Engineering of the University of Ljubljana.
We regularly carry out all prescribed types of monitoring of emissions into the air and water. More
on this can be found in chapter ESRS E2.
The Company regularly reviews information on all potential violations and incidents. Our
responsibility includes taking immediate action in case of violations of regulations and ensuring the
elimination of all consequences affecting the environment and local communities. If we were to detect
violations, we would take action in accordance with our commitments to respect the rights of affected
communities.
The Company provides various types of resources for the management of material impacts:
Financial (see Table below). All actions/measures are financed from current operations,
without additional external resources. As regards measures originating from old burdens, we
have prepared remediation projects based on the findings arising from field surveys,
financially evaluated them and set aside an appropriate amount of environmental provisions.
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Human resources. Responsibility for the management of material environmental impacts lies
primarily with the Safety, Health and Environment Department, while the integration of social
aspects is primarily covered at the Management Board level and supported by the Human
Resources Department and the Public Relations Officer. We also include external experts for
communication and technical support.
Technical. These cover continuous monitoring systems and communication platforms.
[S3-5] Targets related to managing material negative impacts, advancing positive
impacts, and managing material risks and opportunities
Table 86: Overview of objectives, actions, key activities and resources
Strategic objective
Action
Metric
Year
Number
Value in EUR/year
Prevent industrial
accidents that have
an impact on
affected
communities
Implementation of
activities to reduce the
risk of industrial accidents
Number of activities
2025 to 2030
1 x practical
exercise
4 x tactical
exercise/year
4,000
Maintain the
stability of barriers
at the highest safety
standard
Reducing the risk of
collapse of high-filled
barriers by carrying out
necessary maintenance
work, prescribed
supervision and gradual
filling
Number of completed
sets (regular
maintenance work,
filling, rehabilitation of
old burdens in barrier
bodies)
2025 to 2030
3/year
670,000 maintenance
work
490,000 filling
3,749,312
(environmental
provision for the
rehabilitation of old
burdens at Za Travnik
and Bukovžlak)
Minimise the
potential impact of
old burdens on food
Redirection of
underground flows
towards the pumping
station
Construction of a liner
2025 to 2026
1
2,019,861
(environmental
provision for ONOB)
70% in 2025 and 30%
in 2026
Increase the
engagement of
local residents in
decision-making
processes and
improve
transparency
Meeting of the Advisory
Committee
Number of meetings
2025 to
2030
2 x year for
the 4
municipalitie
s in which
the
Company
operates
2,000
Raise awareness
among young
people about
sustainable
practices and the
importance of the
industry
Participation in the
educational
programme
Number of
participatio
ns
2024 to
2030
More than 100
participations
per year
40,000
Boost the
Company's
contribution to a
better quality of life
in the local
community
Sponsorships and
donations
Amount of
invested funds
2024
to 2030
Projects
selected for the
current year
600,000 to
1,000,000
(depending on the
Company's
operating
performance)
The Company took into account the expectations of the affected communities when setting the
objectives based on the information collected from the focus groups and individual interviews with
several decision-makers, including information on whether and how it directly cooperated with the
affected communities. Another input that we considered was the views we received through the
established mechanism for public questions and complaints and the Commission for the Supervision
of the Implementation of the Works for the Filling of the Reservoir at the Za Travnik Site. By forming
a Social Advisory Committee in 2025 and other forms of communication with the affected
communities (participation in municipal council meetings, Open Day, establishing cooperation with
the Teharje local community commission), we will provide local residents with an insight into our
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165
work and projects and establish two-way communication. They will thus be informed of our plans,
and we will learn about their initiatives and expectations.
In 2024, we did not yet include the affected communities in the assessment of realisation of the set
objectives. The affected communities only participated to a certain extent in providing feedback on
the Company's performance and suggestions for changes or improvements. This gap will be closed
in 2025 in accordance with the Rules on the Establishment and Operation of the Social Advisory
Committee and Inclusion of Information in Co-Decision-Making.
5.5. [G1] Business conduct
The disclosure requirement regarding the role of the administrative, management and supervisory
bodies in relation to business conduct and the expertise of the members of the Management Board
and Supervisory Board are described in detail in Chapter ESRS 2 General disclosures GOV-1.
[IRO-1] Description of the process to identify and assess material impacts, risks and
opportunities
Table 87: IRO in the G1 area
Material impacts, risks and/or
opportunities
Definition
Location/value chain
Time period
Own activity
Downstream
part of the
value chain
Upstream part
of the value
chain
Short-term
Medium
-term
Long-term
Whistleblower protection and
mechanisms in place in
accordance with the Reporting
Persons Protection Act (ZZpri)
Actual positive
impact
x
x
Management of supplier
relationships, including payment
practices
Actual positive
impact
x
x
Number of reported and
investigated cases related to anti-
corruption and ethical practices
Actual positive
impact
x
x
Business conduct is key to the business model of Cinkarna Celje, d. d., which is based on responsible
management, compliance with legislation and ethical business practices. A large part of our
operations relies on our own workforce and workers in the value chain, so ensuring transparent, fair
and legal business practices is a fundamental commitment of the Company.
Cinkarna Celje, d. d., recognises material positive impacts in this area in accordance with the IRO1
ESRS 2 standard and is aware of the importance of continuous improvement and development of its
governance mechanisms. In recent years, the Company has revised and redesigned internal acts and
established systemic mechanisms that ensure business conduct compliance and approximation to
best practices in the field of corporate governance.
Compliance with relevant legislation and international guidelines for ethical business conduct remains
a priority, not only because of the potential direct legal and economic consequences of non-
compliance, but also because of its impact on the long-term maintenance of an efficient, competent
and trustworthy workforce.
Promoting a responsible corporate culture that protects employees and other stakeholders from
potential human rights violations, prevents corruption and ensures whistleblower protection is an
integral part of the Company's business strategy. Although the Company does not perceive systemic
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166
risks in this area, it proactively approaches the management and control of these issues, thereby
strengthening its social responsibility and a trustworthy business environment.
In this context, Cinkarna Celje, d. d., has established internal channels for reporting violations in
accordance with the Reporting Persons Protection Act (ZZPri), which allows employees and other
stakeholders to submit reports safely, while ensuring anonymity, protection of reporting persons and
impartial treatment.
As an influential market player, Cinkarna Celje, d. d., is committed to responsible and transparent
payment practices, which are an essential part of business conduct standards. It strives for fair and
timely financial transactions in relation to its suppliers and business partners and ensures that its
policies follow the principles of honesty, integrity and compliance with the law.
The identification of material risks in the area of governance is based on the legal department’s
professional insights, its knowledge of the organisation, and analyses of internal documents, policies,
and guidelines. In accordance with best practices, the Company focuses on a comprehensive and
regular assessment of risks related to business conduct, taking into account both internal and
external factors.
By way of these measures, Cinkarna Celje, d. d., ensures a high level of compliance, manages risks
in the area of governance, and strengthens its long-term reputation and stability in the market.
[G1-1] Business conduct policies and corporate culture
Cinkarna Celje, d. d., has adopted a series of policies that promote a culture of responsible business
practices and strengthen the confidence of stakeholders. The foundation of these policies is the Code
of Ethical Conduct, which sets out compliance with legislation and high ethical standards.
The Company is committed to responsible governance, including effective mechanisms for the
protection of reporting persons (whistleblowers) and the handling of reports, in accordance with
internal procedures and the Reporting Persons Protection Act. We accept reports through all channels
and handle them impartially.
Through dialogue with employees, the Supervisory Board, business partners and the community, we
effectively manage risks and support sustainable growth. Our policies and the code provide a clear
framework for transparent, responsible and compliant operations.
The Company has put in place several policies and internal acts that regulate the area of business
conduct and support the corporate culture of integrity, transparency and compliance. They are
described in Table below. These policies also address material impacts, risks and opportunities
related to business conduct, as identified in the materiality assessment. Key documents are:
Code of Ethical Conduct and Work (adopted in 2021): sets out the fundamental principles of
responsible conduct, integrity and legal operation for all employees. The code supports positive
impacts in the Company's own activity, in particular in the area of preventing unethical practices and
ensuring the professional conduct of employees. It is used as a guideline in daily decision-making,
with long-term effects on the corporate culture.
Rules on the Establishment of an Internal Reporting Channel under the Reporting Persons Protection
Act (ZPPri) (adopted in 2023): establishes mechanisms for the protection of whistleblowers and
enables the safe reporting of irregularities. These rules directly address the actual positive impact of
our own whistleblower protection activities, with short and long-term effects on transparency and
trust within the organisation.
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167
Code of Ethics for Purchasing Staff (adopted in 2023, amended in 2024): defines expected conduct
in managing supplier relationships, including the principles of honesty, responsible purchasing and
compliance with payment deadlines. It addresses impacts in the downstream value chain, particularly
in the area of supplier relationship management and compliance with payment practices, with
impacts perceived primarily in the medium term.
The above policies are part of a broader framework of risk management and responsible business
operations and contribute to the gradual integration of sustainability topics into business culture and
decision-making processes.
The Code of Ethical Conduct and Work of Cinkarna Celje, d. d., sets out procedures for preventing,
detecting and addressing cases of corruption and bribery. All employees and the management are
committed to high ethical standards and compliance with the law, and must act transparently and
honestly. An important part of preventing corruption is avoiding and reporting potential conflicts of
interest as these can affect the impartiality of decision-making. Special attention is also paid to the
protection of trade secrets and confidential information, the unauthorised disclosure of which is
strictly prohibited.
The Company emphasises the importance of fair business and competition in a legal and ethical
manner, without manipulation or exploitation of other stakeholders. If employees detect violations
of the abovementioned code, they can report them anonymously via email, in writing or in specially
designated mailboxes. All received reports are reviewed by the Business Ethics Committee, which
conducts the investigation and ensures that the findings are handled in accordance with internal
rules. Alleged violators are given the opportunity to defend themselves, while confirmed violations
are sanctioned in accordance with applicable law and internal acts. The Company strictly prohibits
any retaliatory measures against whistleblowers, thereby ensuring their protection. The Company
emphasises the importance of fair business and competition in a legal and ethical manner, without
manipulation or exploitation of other stakeholders.
The Company has put in place a standardised and transparent procedure for internal reporting of
violations, in accordance with the Reporting Persons Protection Act (ZZPri). The procedures are led
by an Ombudsman who is separate from the Company's management structure, which ensures
impartiality and protection of the identity of the whistleblower. Reports are possible through several
secure channels, either anonymously or with the disclosure of the identity. The Ombudsman also has
a deputy, which ensures rapid response and reduces potential complications due to conflicts of
interest.
The Ombudsman handles all reports in accordance with internal procedures and informs the reporting
person of the findings and measures taken after the procedure is completed. In the event of
violations, the Ombudsman proposes appropriate measures to eliminate irregularities and reports
this to the management, whereby the personal data of the reporting person is not disclosed. If the
report contains a suspicion of a criminal offence that is prosecuted ex officio, the Ombudsman informs
the competent authorities and, if necessary, files a criminal complaint, and the reporting person's
personal data is only provided upon a reasoned request from the prosecutor's office. After the
conclusion of the procedure, the reporting person is informed of the outcome and the measures
taken, and in the case of an extended procedure, they receive information about the interim status
after three months.
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Table 88: Key policies, standards and other documents in the area of business conduct
Title of policy,
commitment,
code
Description of key
content
(objectives/target
s, impacts, risks,
opportunities)
Responsibilit
y for the
policy
Disclosure of
third-party
standards or
initiatives that the
Company
considers when
implementing the
policy
Description of
consideration of the
interests of key
stakeholders in the
formulation of the
policy
Available at
Code of Ethics
for Purchasing
Staff
Demonstrate the
integrity and ethics
of a trust and
respect-worthy
person without
involving personal
interests
Purchasing
and Logistics
Director
Code of Ethics of
the Purchasing
Association of
Slovenia
The code reflects a
balanced approach
that enables effective
cooperation with all
stakeholders and
promotes long-term,
sustainable and
ethical purchasing
practices.
Intranet of
Cinkarna
Celje
Code of
Sustainable
Business
Practices for the
Business
Partners of
Ensuring
compliance with all
applicable
regulations and
meeting the
requirements
defined in the Code
Purchasing
and Logistics
Director
Health and safety
at work
Respect of Human
Rights
Ethical conduct,
Environment
Compliance of
materials and
goods
Assurance of
responsible and
transparent practices
across the value chain
Intranet of
Cinkarna
Celje
*Code of Ethical
Conduct and
Work
*Diversity Policy
Rules on the
Establishment
of an Internal
Reporting
Channel under
the Reporting
Persons
Protection Act
(ZPPri)
Assurance of
protection of
reporting persons
and setup of a
reporting channel
Head of the
Legal
Department
Reporting
Persons
Protection Act
(ZZPri), which sets
out obligations
regarding the
establishment of
secure channels
for reporting
irregularities,
protection of the
identity of reporting
persons and
protection against
retaliation.
When drafting the
Rules on the
Establishment of an
Internal Reporting
Channel under the
Reporting Persons
Protection Act (ZZPri),
the Company took into
account the interests
of key stakeholders,
especially employees,
and regulatory
authorities.
Intranet of
Cinkarna
Celje
Quality
Assurance,
Environmental
Management,
Health and
Safety and
Sustainable
Development
Policy
Ensuring quality,
achieving key
strategic objectives
of the Company,
compliance with the
principles of
sustainable
development,
achieving
satisfaction of
employees, owners
and business
partners
Head of the
Safety, Health
and
Environment
Department
ISO 9001 (Quality
management
systems)
ISO 14001
(Environmental
management
systems)
ISO 45001
(Occupational
health and safety
management
system)
When creating the
Quality Assurance,
Environmental
Management, Health
and Safety and
Sustainable
Development Policy,
the Company took into
account the interests
of key stakeholders,
including employees,
business partners,
local communities and
regulatory authorities
Intranet of
Cinkarna
Celje
*See chapter: S1-1 Policies related to own workforce
[G1-2] Management of relations with suppliers
The Company is committed to complying with laws, regulations and rules, implementing fair practices
of corporate governance and integrity in all business processes. In accordance with the adopted
internal documents, such as instructions, codes and guidelines for supplier management, purchasing
processes are carried out where the main goals are to ensure a high level of integrity, equal
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169
conditions, payment practices and sustainability principles of all participants in the purchasing
process. Internal documents define clear roles for supervising supply risk management and
cooperating with suppliers in finding the best solutions for supply, high quality and developing mutual
partnerships. The Company does not have a policy for preventing late payments of SMEs, but
nevertheless follows high standards and respect for payment practices.
The Company expects its suppliers and business partners to comply with our values and
commitments, ethical standards, the Code of Ethics, and the Code of Sustainable Business Practices
for Business Partners.
By properly managing the upstream part of the value chain and respecting workers in the value
chain, the Company can achieve greater efficiency, quality and competitiveness in the market and
contribute to more sustainable operations. The objectives of the Quality Assurance, Environmental
Management, Health and Safety and Sustainable Development Policy and the commitments from the
Code of Sustainable Business Practices for Business Partners are elements that contribute to
sustainability in the value chain of our Company. By adopting the Code of Sustainable Business
Practices for Business Partners, we set clear guidelines and expectations for our business partners
throughout the value chain. They undertake to observe the same standards of quality, sustainability
and social responsibility as we ourselves advocate.
Our products and raw materials are part of global supply chains. The supply chain includes suppliers
of raw materials (primary and secondary), packaging, equipment, spare parts, technical material,
services and energy.
Suppliers and their activities vary depending on the business unit. Suppliers are divided into six key
groups:
suppliers of titanium-bearing ores,
suppliers of other raw materials,
suppliers of packaging materials,
suppliers of equipment, spare parts and technical material,
suppliers of services,
suppliers of energy.
More than 75% of the annual turnover in 2024 was generated with suppliers and partners who have
established and implemented their own sustainability code or have signed the Code of Sustainable
Business Practices for Business Parts of Cinkarna Celje, d. d., by way of which we create and
implement sustainability and socially responsible commitments together with suppliers. We have an
agreed and established channel for communication and awareness-raising with suppliers (upstream
part of the value chain) through constant business visits, provision of required data, supplier
evaluation, etc.
We estimate that there are no material actual or potential negative environmental or negative social
impacts in the supply chain, which results from communication channels with suppliers and the due
diligence of the upstream part of the value chain. A potential risk of child labour exists with suppliers
from third countries, such as countries in Africa, the latter of which we have also refuted by way of
due diligence performed.
[G1-3] Prevention and detection of corruption and bribery
Employees of the Company must consider the interests of the Company before their own interests
or the interests of third parties in their work and business decisions. We build competitiveness by
increasing productivity, not through unethical or illegal activities, and we act honestly. Conduct is
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170
defined in the Code of Ethical Conduct and Work, and a mechanism has been established for reporting
unacceptable conduct.
The Company has established a system for preventing, detecting and investigating allegations or
cases of corruption or bribery. The procedure is standardised. Employees can openly or anonymously
report detected cases of corruption or bribery. There are dedicated mailboxes and an e-mail address
razkritja@cinkarna.si in place for this purpose. The Ethics Committee would consider the received
case and react accordingly or forward it to the competent departments for further consideration. The
Ethics Committee consists of a member of the Management Board and two other employees, usually
the heads of the HR and legal departments. The Committee reports on its work directly to the
Company's Management Board, which reports to the Supervisory Board as part of regular reports on
the Company's operations. The procedure is fully disclosed in the Code of Ethics and Work.
[G1-4] Confirmed incidents of corruption and bribery
During the reporting period, the Company did not record any reports of corruption or bribery,
convictions or fines for violations of the legislation governing corruption and bribery or other
measures.
[G1-6] Payment practices
The Company keeps abreast of internal standards and guidelines in the field of payment practices
and payment terms vis-à-vis suppliers. Our standard payment terms are broken down according to
the category of material or service into direct and indirect suppliers, whereby the standard payment
term for (G1, G1-6, 33b):
direct suppliers is in the range of 45 to 90 days;
indirect suppliers is in the range of 30 to 60 days, whereby 98% of payments are made in
accordance with these or other agreed terms.
On average, we make payments to suppliers on maturity, namely on average more than 45 days
(which applies to more than 65% of annual turnover), while the remaining payments may be subject
to extended terms due to special contractual agreements with G1, G1-6, 33a suppliers.
The Company does not break down and differentiate payment practices based on the size of
suppliers, thereby supporting fairness towards SMEs (small and medium-sized enterprises) and other
economic entities outside the European Union, as well as financial stability and continuity of business
with all its suppliers, including SMEs and entities outside the European Union. The Company also
does not differentiate payment practices based on the economic area/country of the supplier
(Slovenia, EU, non-EU), whereby the Company generates 47% of its turnover with Slovenian
suppliers, 72% with EU suppliers, and 28% with suppliers outside the EU.
In order to ensure effective management of supplier invoices, the Company has structured guidelines
and internal processes with controls. These processes define each step of the invoice and include
receipt of the invoice, review, approval and payment in accordance with the agreed payment terms.
Suppliers are encouraged to issue invoices via e-mail to simplify the process and reduce potential
delays in payment deadlines. In case of discrepancies, the supplier is immediately notified to ensure
quick resolution and prevent possible payment delays. Payments are made via direct debit. The
Company has not been involved in any legal proceedings related to late payments.
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171
6 Financial report
6.1 Financial statements
6.1.1 Statement of financial position of the Company
Notes
31 Dec 2024
31 Dec 2023
ASSETS
Non-current (long-term) assets
Intangible assets
1
2,408,779
1,585,108
Tangible fixed assets
2
111,699,615
109,855,569
Financial assets at fair value through other comprehensive
income
3
1,287,325
1,558,531
Other non-current assets
4
105,470
84,444
Deferred tax assets
5
1,462,488
1,439,044
Total non-current (long-term) assets
116,963,678
114,522,696
Current assets
Inventory
6
58,969,428
53,841,480
Financial receivables
7
47,214,859
38,616,117
Trade receivables
8
30,243,586
31,545,008
Income tax receivable
0
5,493,528
Cash and cash equivalents
9
17,731,407
15,687,805
Other current assets
10
230,760
209,028
Total current assets
154,390,040
145,392,966
Total assets
271,353,718
259,915,662
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172
Notes
31 Dec 2024
31 Dec 2023
CAPITAL AND LIABILITIES
Owners' capital
11
Called-up capital
20,229,770
20,229,770
Capital reserves
44,284,976
44,284,976
Profit reserves
125,078,814
119,583,496
Fair value reserve
-1,650,342
1,242,486
Retained earnings
23,093,258
38,374,703
Total capital
211,036,476
221,230,458
Non-current liabilities
Provisions for employee benefits
12
3,748,722
3,843,523
Other provisions
13
14,302,270
14,233,199
Non-current deferred income
14
873,579
767,414
Total non-current liabilities
18,924,572
18,844,136
Current liabilities
Financial liabilities
15
29,915
103,692
Trade payables
16
36,124,537
18,530,350
Income tax payable
4,019,469
0
Liabilities under contracts with customers
17
0
11,352
Other current liabilities
18
1,218,750
1,195,674
Total current liabilities
41,392,670
19,841,067
Total liabilities
60,317,242
38,685,203
Total capital and liabilities
271,353,718
259,915,662
The notes to the financial statements are an integral part of the financial statements and should be
read in conjunction with them.
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173
6.1.2 Income statement for the period from 1 January to 31 December
Year
Year
Notes
2024
2023
Revenue from contracts with customers
20
200,285,413
176,464,289
Change in the value of stocks of products and work in progress
2,142,794
6,549,243
Capitalised own products and own services
2
3,372,409
3,019,539
Cost of goods and materials sold
22
100,483
296,838
Cost of materials
22
110,211,321
106,375,957
Cost of services
22
17,233,265
16,047,941
Labour costs
22
33,774,717
30,656,494
Depreciation
22
12,900,809
12,355,367
Other operating income
21
2,620,709
9,455,201
Other operating expenses
22
3,250,896
3,909,344
Impairments and write-offs of trade receivables
0
25,096
Operating profit or loss
26,664,244
12,722,749
Financial income
23
1,986,327
1,226,596
Financial expenses
23
123,439
143,743
Financial result
1,862,888
1,082,853
Profit or loss before tax
28,527,133
13,805,602
Current income tax
5,403,661
1,304,115
Deferred income tax
-36,222
151,920
Income tax
24
5,439,882
1,152,195
Net profit for the year
23,087,250
12,653,407
Basic and diluted earnings per share
2.86
1.57
The notes to the financial statements are an integral part of the financial statements and should be
read in conjunction with them.
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174
6.1.3 Statement of other comprehensive income for the period from 1 January
to 31 December
2024
2023
Net profit
23,087,250
12,653,407
Other comprehensive income for the year
0
0
Other comprehensive income for the year that will not be recognised in the
income statement in the future
0
0
Change at fair value through other comprehensive income
271,207
415,234
Translation of post-employment benefits
196,314
78,512
Impact of deferred taxes
59,665
60,649
Net other comprehensive income in the year that will not be recognised in the
income statement in the future
407,856
433,096
Total other comprehensive income for the year (after tax)
407,856
433,096
Total comprehensive income for the year (after tax)
22,679,395
12,220,311
The notes to the financial statements are an integral part of the financial statements and should be
read in conjunction with them.
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175
6.1.4 Statement of changes in equity and determination of distributable profit
In EUR
2024
Profit reserves
Retained earnings
Called-up
Capital
Statutory
Reserves
Own
Other
Fair value
Profit or
Net profit
Total
capital
reserve
reserves
for own
shares
profit
reserve
loss carried
for the
capital
shares
reserves
forward
period
Opening balance of the period
20,229,770
44,284,976
16,931,435
4,814,764
-4,814,764
102,652,061
-1,242,486
32,047,999
6,326,704
221,230,458
Changes in equity transactions with
-32,041,992
owners
831,386
-831,386
-32,041,992
Purchase of own shares
831,386
-831,386
Withdrawal of own shares
Payment of dividends
-32,041,992
-32,041,992
Total comprehensive income for the
period
-407,856
23,087,250
22,679,395
Entry of net profit or loss for the
period
23,087,250
23,087,250
Other components of comprehensive income
for the period
-407,856
-407,856
B3. Changes in equity
5,495,319
-6,326,704
-831,385
Allocation of the residual part of net profit for
0
the period to other components of capital
0
Allocation of part of reported net income to
6,326,704
-6,326,704
0
other components of capital as decided by
management and supervisory bodies
0
Creation of reserves for own shares
0
Release of reserves for own shares
0
-831,386
-831,386
Closing balance of the period
20,229,770
44,284,976
16,931,435
5,646,150
-5,646,150
108,147,379
-1,650,342
6,007
23,087,251
211,036,476
DISTRIBUTABLE PROFIT
6,007
23,087,251
23,093,258
In EUR
Profit reserves
Retained earnings
2023
Called-up
Capital
Statutory
Reserves
Own
Other
Fair value
Profit or
Net profit
Total
capital
reserve
reserves
for own
shares
profit
reserve
loss carried
for the
capital
shares
reserves
forward
period
Opening balance of the period
20,229,770
44,284,976
16,931,435
4,814,794
-4,814,794
103,358,966
-809,390
84,159
24,930,233
209,010,148
Changes in equity transactions with
owners
0
Purchase of own shares
0
Withdrawal of own shares
0
Payment of dividends
0
Total comprehensive income for the
period
-433,096
12,653,407
12,220,311
Entry of net profit or loss for the
period
12,653,407
12,653,407
Other components of comprehensive income
for the period
-433,096
-433,096
B3. Changes in equity
-706,905
31,963,840
-31,256,936
0
Allocation of the residual part of net profit for
-7,033,608
7,033,608
0
the period to other components of capital
Allocation of part of reported net income to
6,326,703
24,930,232
-31,256,936
0
other components of capital as decided by
management and supervisory bodies
0
Creation of reserves for own shares
0
Release of reserves for own shares
0
Closing balance of the period
20,229,770
44,284,976
16,931,435
4,814,794
-4,814,794
102,652,061
-1,242,486
32,047,999
6,326,704
221,230,458
DISTRIBUTABLE PROFIT
32,047,999
6,326,704
38,374,703
The notes to the financial statements are an integral part of the financial statements and should be
read in conjunction with them.
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176
6.1.5 Cash flow statement
LETO 2024
LETO 2023
CASH FLOWS FROM OPERATING ACTIVITIES
Net profit or loss before tax
28,527,133
13,805,602
Adjustments for:
16,055,704
15,678,565
Amortisation and depreciation +
12,900,809
12,355,367
Profit/loss on sale of fixed assets
15,038
130,529
Impairment/write-down (reversal of impairment) of assets
701,149
1,227,035
Net decrease/increase in allowance for receivables
0
25,096
Net financial income/expenses
1,862,888
1,082,853
Long-term provisioning
575,8190
1,797,223
Reversal of long-term provisions
0
939,538
Cash flow from operating activities before change in net
current assets (working capital)
11,566,125
1,728,285
Change in trade receivables
1,301,422
7,279,560
Change in other non-current and current assets
21,732
76,019
Change in stocks
5,127,948
17,730,678
Change in trade payables
16,806,887
987,794
Change in provisions
-25,729
391,942
Change in deferred income
106,165
404,361
Change in other current liabilities
23,076
3,456,228
Change in liabilities under contracts with customers
11,351
146,169
Income tax paid
1,484,665
7,525,611
Net cash flow from operating activities
56,148,961
27,755,882
CASH FLOWS FROM INVESTING ACTIVITIES
Investment income
1,746,816
1,119,833
Income from interest earned
1,725,767
1,119,833
Income from interest earned on dividends
6,011
0
Income from disposal of tangible fixed assets
15,038
0
Expenditure on investments
22,900,906
58,441,421
Expenditure on acquisition of intangible assets
1,772,185
621,559
Expenditure on acquisition of tangible fixed assets
12,529,978
19,203,744
Expenditure on the acquisition of financial investments
8,598,742
38,616,117
Net cash flow from investing activities
21,154,090
57,321,588
Cash flows from financing activities
Income from financing activities
0
0
Expenditure on financing activities
32,951,269
43,413
Expenditure on repayment of financial liabilities
-73,777
44,300
Expenditure on interest paid
4,114
887
Expenditure on the purchase of own shares
831,386
0
Expenditure on repayment of dividends and other profit shares
32,041,992
0
Net cash flow from financing activities
32,951,269
43,413
Closing balance of cash and cash equivalents
17,731,407
15,687,805
Net increase/decrease in cash and cash equivalents
2,043,602
29,522,293
Opening balance of cash and cash equivalents (01/01)
15,687,805
45,210,098
The notes to the financial statements are an integral part of the financial statements and should be
read in conjunction with them.
Due to rounding, differences of +/- EUR 1 may occur.
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177
6.1.6 Notes to the financial statements
I. Introductory notes to the financial statements
Cinkarna, kemična industrija Celje, d. d., is organised as a joint stock company, with its registered
office at Celje, Kidričeva 26, and entered in the Court Register of the Court of Celje under number I-
402-00. The Company's main activity is chemical (SKD 20.120), namely the production of titanium
dioxide.
The financial part of the Annual Report is prepared for Cinkarna Celje, d. d., and comprises the
financial statements with notes of Cinkarna Celje, d. d., By the decision of the 25th General Meeting
of Shareholders of Cinkarna Celje, d. d., the Company switched from Slovenian Accounting Standards
to International Financial Reporting Standards on 15 June 2021. As a result, all the Company's
financial statements are prepared in accordance with International Financial Reporting Standards
(IFRS) as adopted by the European Union.
The financial statements of Cinkarna Celje, d. d., are presented in euros, without decimals. They
form an integral part of the Annual Report 2024, which is published on the Ljubljana Stock Exchange's
electronic information system SEOnet and on the website of Cinkarna Celje, d. d.
(https://www.cinkarna.si/en/investor-information/fillings).
II. Introductory notes on reporting standards
In accordance with the transition of the share on 4 February 2021 to the First Quotation, Cinkarna
Celje, d. d., prepared its financial statements as at 31 December 2024 in accordance with
International Financial Reporting Standards (IFRS) as adopted by the European Union.
A. DECLARATION OF COMPLIANCE WITH IFRS
The financial statements of the Company as at 31 December 2024 are prepared in accordance with
International Financial Reporting Standards (IFRS) as adopted by the European Union. For previous
years, including the year ended 31 December 2021, the Company prepared its financial statements
in accordance with Slovenian Accounting Standards. For the first time, the Company prepared its
first complete set of financial statements for the year ended 31 December 2021 with a date of
transition to IFRS as at 1 January 2020 in accordance with IFRS with the related interpretations
adopted by the International Accounting Standards Board (IASB) and interpretations of the
International Financial Reporting Interpretations Committee (IFRIC) adopted by the European Union
(EU), and in accordance with the provisions of the Slovenian Companies Act (ZGD). 31 December
2021 was the date of transition to IFRS as at 1 January 2020.
The financial statements for the financial year 2024 were approved by the Management Board on 28
January 2025.
The Company prepares its financial statements on a going concern basis. The accounting policies
used are the same as those used in previous years.
Initial application of new amendments to existing standards issued by the IASB and
adopted by the EU that are effective for the current reporting period
The accounting policies applied by the Company in the preparation of its financial statements are the
same as those applied in the preparation of the financial statements for the previous financial year.
The exception is the revised standards and interpretations adopted by the Company on 1 January
2024 and described below:

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A) Changes in accounting policies and disclosures
The accounting policies adopted are consistent with those adopted last year, except for the following
changes to IFRS adopted by the Company on 1 January 2024, which are described below:
IAS 1 Presentation of Financial Statements: Classification of Liabilities as Current or Non-
current (amendments),
IFRS 16 Leases: Lease Liability on Sale and Leaseback (amendments),
IAS 7 Statement of Cash Flows and IFRS 7 Disclosures about Financial Instruments Vendor
Financing Arrangements (amendments).
The newly adopted IFRSs and amendments to IFRSs did not have a material impact on the accounting
policies of Cinkarna Celje, d. d.
IAS 1 Presentation of Financial Statements: Classification of Liabilities as Current
or Non-current (amendments)
The amendments are effective for annual reporting periods beginning on or after 1 January 2024,
with retrospective application. The objective of the amendments is to clarify the principles in IAS 1
for classifying liabilities as current or non-current. The amendments clarify the meaning of the right
to defer settlement for at least 12 months, the requirement that that right exists at the end of the
reporting period and that management's intention or the counterparty's options that could lead to
settlement by transfer of the entity's own equity instruments do not affect the classification of
liabilities as current or non-current. The amendments also specify that only commitments that are
due to be fulfilled by the entity on or before the reporting date will affect the classification of liabilities.
The Standard also requires additional disclosures for non-current commitments under loan facilities
that are subject to commitments to be fulfilled within 12 months after the reporting period.
The amendments had no impact on the financial statements of Cinkarna Celje, d. d.
IFRS 16 Leases: Lease Liability on Sale and Leaseback (amendments),
The amendments are effective for annual reporting periods beginning on or after 1 January 2024.
The amendments are intended to improve the requirements that a vendor-lessee applies in
measuring lease liabilities in sale and leaseback transactions in IFRS 16, while not changing the
accounting for leases that are not related to sale and leaseback transactions. Under the amendments,
a vendor-lessee determines 'lease payments' or 'adjusted lease payments' so that the vendor-lessee
does not recognise any amount of gain or loss relating to the right-of-use that it retains. Applying
these requirements does not prevent the vendor-lessee from recognising in profit or loss any gain or
loss relating to the partial or complete termination of a lease. The amendments are applied
retrospectively to sale and leaseback transactions entered into after the date of initial application,
which is the beginning of the annual reporting period in which the entity first applies IFRS 16.
The amendments had no impact on the financial statements of Cinkarna Celje, d. d.
IAS 7 Statement of Cash Flows and IFRS 7 Disclosures about Financial Instruments
Vendor Financing Arrangements (amendments)
The amendments are effective for annual reporting periods beginning on or after 1 January 2024.
The amendments supplement the requirements in IFRSs and require an entity to disclose the terms
of arrangements to finance trade payables. In addition, entities are required to disclose, at the
beginning and end of the reporting period, the carrying amounts of financial liabilities that are part
of arrangements to finance trade payables and the items in which those liabilities are presented, and
the carrying amounts of financial liabilities and items for which suppliers have already received

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payment from the providers of the financing. Entities shall also disclose the nature and effect of non-
cash changes in the carrying amounts of financial liabilities in supplier financing arrangements that
make the carrying amounts of the financial liabilities non-comparable. In addition, the amendments
require an entity to disclose, at the beginning and end of the reporting period, the range of payment
dates for financial liabilities due from financing providers and for comparable trade payables that are
not part of those arrangements.
The amendments had no impact on the financial statements of Cinkarna Celje, d. d.
B) Standards issued but not yet effective and not early adopted
B.1) Applicable standards/amendments not yet in force but endorsed by the European
Union
IAS 21 The Effects of Changes in Foreign Exchange Rates: The Inability to Exchange
(amendments)
The amendments are effective for annual reporting periods beginning on or after 1 January 2025,
with earlier application permitted. The management of the Company assessed that there will be no
material impact on the financial statements of Cinkarna Celje, d. d.
IAS 21 The Effects of Changes in Foreign Exchange Rates: Convertibility
(amendments)
The amendments are effective for annual reporting periods beginning on or after 1 January 2025,
with earlier application permitted. The amendments specify how an entity should assess whether a
currency is convertible and, if it is not convertible, how it should determine the spot exchange rate.
A currency is considered to be convertible into another currency if the entity can obtain the other
currency within a period that allows for normal administrative delay and through a market or
exchange mechanism that would give rise to enforceable rights and obligations upon conversion. If
the currency cannot be converted into another currency, the entity shall estimate the spot exchange
rate at the measurement date. An entity's objective in estimating the spot exchange rate is to reflect
the rate at which a regular exchange transaction between market participants would have been made
at the measurement date under prevailing economic conditions. The amendments state that an entity
may use the exchange rate when it is observable without any adjustment or other valuation
technique.
The management of the Company assessed that there will be no material impact on the financial
statements of Cinkarna Celje, d. d.
B.2) Applicable standards/amendments not yet in force and not yet endorsed by the
European Union
IFRS 9 Financial Instruments and IFRS 7 Financial Instruments: Disclosures -
Classification and Measurement of Financial Instruments (amendments)
In May 2024, the IASB issued Amendments to Classification and Measurement of Financial
Instruments, which amended IFRS 9 Financial Instruments and IFRS 7 Financial Instruments:
Disclosures and becomes effective for annual reporting periods beginning on or after 1 January 2026,
with earlier application permitted.
In the future, the management of the Company will assess whether there will be a material impact
on the financial statements of Cinkarna Celje, d. d.

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IFRS 18 Presentation and Disclosures in Financial Statements
In April 2024, the IASB issued IFRS 18 Presentation and Disclosures in Financial Statements, which
replaces IAS 1 Presentation of Financial Statements and becomes effective for annual reporting
periods beginning on or after 1 January 2027, with earlier application permitted.
In subsequent reporting periods, the management of Cinkarna Celje, d. d., will analyse the
requirements of this newly issued standard and assess its impact.
IFRS 19 Subsidiaries Other than Public Interest Entities: Disclosures
In May 2024, the IASB Board issued IFRS 19 Subsidiaries Other than Public Interest Entities:
Disclosures and it becomes effective for annual reporting periods beginning on or after 1 January
2027, with earlier application permitted.
The management of the Company assessed that there will be no material impact on the financial
statements of Cinkarna Celje, d. d.
Annual Improvements to IFRS Accounting Standards Volume 11
In July 2024, the IASB issued Annual Improvements to IFRSs - Volume 11. An entity should apply
those amendments for annual reporting periods beginning on or after 1 January 2026. Earlier
application is permitted.
In the future, the management of the Company will assess whether there will be a material impact
on the financial statements of Cinkarna Celje, d. d.
Amendment to IFRS 10 Consolidated Financial Statements and IAS 28 Investments
in Associates and Joint Ventures: Sale or Contribution of Assets between an
Investor and its Associate or Joint Venture
In December 2015, the IASB postponed the effective date of this amendment indefinitely, pending
the completion of its research project on the equity method.
IFRS 9 Financial Instruments and IFRS 7 Financial Instruments: Disclosures
classification and measurement of financial instruments (amendments)
The amendments are effective for annual reporting periods beginning on or after 1 January 2026.
Early application of the amendments relating to the classification of financial assets and related
disclosures is permitted, with the possibility of later application of other amendments. The
amendments clarify that a financial liability is derecognised on the 'settlement date' when the liability
is discharged, cancelled, expires or otherwise qualifies for derecognition. It introduces an accounting
policy option to derecognise liabilities settled through electronic payment systems before the
settlement date, subject to specific conditions. It also provides guidance for assessing the contractual
cash flow characteristics of financial assets with environmental, social and governance (ESG) or other
similar contingent characteristics. In addition, it clarifies the treatment of assets that are
contractually not settled from any other assets and contractually related instruments and requires
additional disclosures under IFRS 7 for financial assets and liabilities with reference to contingent
events (including reference to environmental, social and governance characteristics) and equity
instruments classified at fair value through other comprehensive income. These amendments have
not yet been endorsed by the European Union.

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IFRS 9 Financial Instruments and IFRS 7 Financial Instruments: Disclosures
contracts relating to electricity, depending on their nature (amendments)
The amendments are effective for annual reporting periods beginning on or after 1 January 2026,
with earlier application permitted. The amendments include clarifying the application of the 'own use'
requirements, permitting hedge accounting if the contracts to which the amendments apply are used
as hedging instruments, and introducing new disclosure requirements to enable investors to
understand the impact of those contracts on an entity's financial performance and cash flows. The
'own-use' clarifications should be applied retrospectively, and the guidance permitting hedge
accounting should be applied prospectively, to new hedging relationships designated on or after the
date of transition. These amendments have not yet been endorsed by the European Union.
In the future, the management of the Company will assess whether there will be a material impact
on the financial statements of Cinkarna Celje, d. d.
IFRS 18 Presentation and Disclosures in Financial Statements
IFRS 18 introduces new presentation requirements in the income statement. It requires an entity to
classify all income and expenses in the income statement into one of five categories: operating,
investing, financing, income taxes and discontinued operations. These categories are complemented
by requirements to present subtotals and totals for 'operating profit', 'profit before financing and
income taxes' and 'profit or loss'. It also requires disclosure of performance measures as determined
by management and includes new requirements to aggregate and disaggregate financial information
based on defined 'roles' of the underlying financial statements and notes. In addition, other
accounting standards are consequently amended. IFRS 18 is effective for reporting periods beginning
on or after 1 January 2027, with earlier application permitted. Retrospective application is required
in both annual and interim financial statements. The standard has not yet been endorsed by the
European Union. The management of Cinkarna Celje, d. d., will analyse the requirements of this
newly issued standard and assess its impact in subsequent reporting periods.
IFRS 19 Subsidiaries Other than Public Interest Entities: Disclosures
IFRS 19 permits subsidiaries that are not public interest entities to apply reduced disclosure
requirements if their parent (ultimate or intermediate) prepares publicly available consolidated
financial statements in accordance with IFRS accounting standards. These subsidiaries are still
required to apply the recognition, measurement and presentation requirements of other IFRS
accounting standards. Unless otherwise specified, eligible entities that elect to apply IFRS 19 will not
be required to apply the disclosure requirements of other IFRS accounting standards. IFRS 19 is
effective for reporting periods beginning on or after 1 January 2027, with earlier application
permitted. The European Union has not yet endorsed the standard.
The management of the Company assessed that there will be no material impact on the financial
statements of Cinkarna Celje, d. d.
Amendment to IFRS 10 Consolidated Financial Statements and IAS 28 Investments
in Associates and Joint Ventures: Sale or Contribution of Assets between an
Investor and its Associate or Joint Venture
The amendments address a recognised inconsistency between the requirements of IFRS 10 and those
of IAS 28 in the treatment of a sale or contribution of assets between an investor and its associate
or joint venture. The main effect of the amendments is that the full gain or loss is recognised when
the transaction involves an entity (whether or not it is located in a subsidiary). A partial gain or loss
is recognised when the transaction involves assets that do not represent an entity, even if those

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assets are deposited in a subsidiary. In December 2015, the IASB postponed the effective date of
this amendment indefinitely pending the completion of its research project on the equity method.
The European Union has not yet endorsed these amendments.
The management of the Company assessed that there will be no material impact on the financial
statements of Cinkarna Celje, d. d.
C. APPLICATION OF THE GOING CONCERN ASSUMPTION
In preparing the financial statements for the financial year 2024 of Cinkarna Celje, d. d., the
Management Board of the Company took into account the going concern basis of accounting which
assumes that the Company has the knowledge, information and actions that enable it to continue as
a going concern and to be able to generate sufficient cash flow to meet its liabilities and provide
investors with an appropriate return on equity.
D. MEASUREMENT BASES
The financial statements are prepared on the historical cost basis, except for derivatives, financial
instruments at fair value through profit or loss and financial instruments at fair value through other
comprehensive income, where fair value is taken into account.
E. FUNCTIONAL AND PRESENTATION CURRENCY
The financial statements and notes are drawn up in euro, excluding cents. Financial information
presented in the financial report in euro is rounded. Rounding may result in differences of +/- EUR 1.
F. USE OF ESTIMATES AND ASSESSMENTS
The preparation of financial statements requires management to make estimates, judgements and
assumptions that affect the application of accounting policies and the reported amounts of assets,
liabilities, income and expenses. Actual results may differ from these estimates.
The estimates include the determination of the useful lives and residual values of property, plant
and equipment and intangible assets, the recoverable amount of plant and equipment, estimates of
the fair value of financial assets at fair value through other comprehensive income, valuation
allowances for inventories and receivables, estimates of customer contract liabilities, estimates of
the recoverability of deferred tax assets, assumptions relevant to the actuarial calculation of
employee benefits, assumptions included in the calculation of the provision for ecological purposes,
and legal and personal claims.
Relevant assessments include those relating to subsidies received, i.e. those relating to the
reasonable assurance that the future conditions for receiving and retaining the subsidy received will
be met. In 2023, the subsidies were specifically linked to the energy crisis mitigation subsidy under
the ZPGOPEK act, where the key assessment related to the fulfilment of the revenue conditions.
The key estimates and accounting assessments made by the management of Cinkarna Celje, d. d.
in the preparation of the annual financial statements for 2024 in relation to the expected impacts of
climate change and the energy transition are described below.
In relation to the effects of climate change-related impacts, the Company considers that climate
change is an implicit element in the methodologies and models used to make estimates in the
valuation and/or measurement of certain accounting items. In addition, the Company considered
the impact of climate change in the significant assessments made by management. In this respect,

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the main items included in the financial statements as at 31 December 2024 that are affected by the
use of management estimates and assessments relate to the impairment assessment of non-
financial and energy transition assets and liabilities.
References to estimates and assessments made by management in relation to climate change
(taking into account their materiality in the context of financial reporting) are as follows:
Emphasis on estimating the expected cash flows from certain assets (note III. H Impairment
of non-financial assets).
Focus on the effects under the Paris Agreement and their impact on the estimation of the
useful lives of the assets concerned (note Determining the useful lives of assets for assets,
Note III.C.).
The useful lives of tangible fixed assets are regularly reviewed in light of the transition to all-electric
vehicles and sustainable green investments (solar power plants, battery storage, etc.). There was
no need to adjust the useful lives of the Company's assets in use.
Relevant assessments include those relating to environmental provisions and those relating to the
impact of climate change, namely:
the impact of climate change on the useful and economic life of intangible assets,
the impact of climate change on the useful and economic life of tangible fixed assets,
the impact of climate change in relation to the knowledge and measurement of provisions
and potential future liabilities,
the impact of climate change in relation to impairment indicators and cash flows used in
assessing impairment of non-current assets.
The estimates and assumptions are reviewed regularly. Revisions to accounting estimates are
recognised for the period in which the estimates are revised, to the extent that they affect only that
period, and for future periods affected by the revisions. Information about significant estimation
uncertainties and critical judgements made by the Management Board of Cinkarna Celje, d. d., in the
process of applying the accounting policies that have the most significant effect on the amounts
recognised in the financial statements is described in the section Impact of climate change on the
financial statements.
Significant accounting estimates
In Note 2 Impairment testing of non-financial assets
The Company reviews, at least annually, whether indicators of impairment exist for a cash-generating
unit, and the recoverable amount of non-financial assets is determined based on the present value
of future cash flows, which is based on both an estimate of the expected cash flows from the cash-
generating unit and the determination of an appropriate discount rate.
In Note 20 Revenue under contracts with customers
Revenue under contracts with customers is recognised based on the terms of the individual sales
contract with the customer, when control of the goods and services is transferred to the customer,
in an amount that reflects the consideration to which Cinkarna Celje, d. d., believes it will be entitled
in exchange for such goods or services. Revenue under contracts with customers is reduced by
allowances for larger volumes (volume discounts granted) where the Company verifies accurately
that the contractually agreed volumes are taken up. If the contracted quantities are taken up, the
Company grants the customer a discount on the quantity taken up. The percentage of the discount
is agreed in the contract with the individual customer. The payment criterion is also taken into
account when assessing the granting of discounts. If outstanding debts due to the customer who

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would be entitled to compensation for the higher volumes are not settled, the discount is not granted
and is only assessed.
Test for impairment of trade receivables in Note 8 Current trade receivables
At the time of preparation of the financial statements (quarterly and annual), the Company makes
an allowance or impairment for receivables that are not expected to be settled in full or at all. The
basis for the calculation of the allowance is a uniform methodology applicable to the Company and
is based on the probability or estimate of default by the customer. The methodology includes the
following quantitative and qualitative criteria: an analysis of the customer's payment record, an
analysis of the customer's financial statements credit report, qualitative assessments of the
customer prepared by the sales staff, and the collateralisation of the receivables through the granting
of a credit limit with an insurance company. On the basis of the above, which includes all criteria, an
allowance for doubtful accounts is calculated for each customer.
In Note 3 Fair Value Measurement of Financial Assets at Fair Value through Other
Comprehensive Income
Fair value is used for financial assets measured at fair value through other comprehensive income
and financial assets measured at fair value through profit or loss. All other items in the financial
statements represent cost or amortised cost. The fair value of assets is reviewed annually based on
known market data or comparable data in the industry in which the Company has investments.
In Note 13 Estimate of provisions made
A provision is recognised when, as a result of a past event, the Company has a legal or constructive
obligation that can be measured reliably and it is more likely than not that an outflow of resources
embodying economic benefits will be required to settle the obligation. Contingent liabilities are not
recognised in the financial statements because their actual existence will be confirmed by the
occurrence or non-occurrence of events only in the unknowable future, which is beyond the
Company's control. The Company's management regularly reviews whether an outflow of resources
embodying economic benefits is probable to settle a contingent liability. If it becomes probable, the
contingent liability is reclassified to a provision in the financial statements when the degree of
probability changes. The Company's management makes a critical assessment, based on the legal
or other basis for recognition, of whether the present obligation, which arises from past events and
could result in future outflows to the Company, is supported by external legal experts and also by
the remediation activities required in light of current knowledge, the measurements made, as well
as the amount of the cost and the estimate of the timing of those activities and the discount itself,
using the written opinions of external specialists in the relevant field in making the assessment. The
assessment is mainly linked to environmental provisions.
In Note 12 Provisions for post-employment benefits and other long-term
employee benefits
The present values of retirement benefits and jubilee bonuses are recorded within the defined post-
employment and other benefit obligations. They are recognised based on an actuarial calculation
prepared by a chartered actuary and approved by the Management Board. The actuarial calculation
is based on assumptions and estimates that are valid at the time of the calculation and, due to
changes in the future, may differ from the actual assumptions then in effect. This relates primarily
to the determination of the discount rate for the employee turnover estimate, the mortality estimate
and the salary growth estimate. Obligations for certain benefits are sensitive to changes in those
estimates due to the complexity of the actuarial calculation and the long-term nature of the item.

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In Note 17 Current liabilities under contracts with customers
Cinkarna Celje, d. d., accounts for contractual discounts when preparing its annual financial
statements in cases where customers only become entitled to a discount on sales achieved in the
current year in the following year, i.e. when the contractually agreed conditions for obtaining the
discount are met. The basis for estimating the amount of these discounts is the facts known at the
time the annual accounts are prepared, past experience with individual customers and other relevant
facts.
Assessment of the recoverability of deferred tax assets in Note 5 Deferred tax
assets and liabilities
The Company recognises deferred tax assets in respect of: provision for jubilee and retirement
benefits, impairment of investments, impairment of receivables, unused tax credits, tax losses. The
Company verifies the amount of tax receivables and tax payables reported at the date of the financial
statements. Deferred tax assets are recognised when it is probable that future taxable profit will be
available within five years against which the deferred tax asset can be utilised in the future. Deferred
tax is reversed for the amount for which it is no longer probable that the tax benefit associated with
the asset will be available.
Critical assessment of the macroeconomic situation (inflation and economic
deterioration)
Due to the deterioration of the macroeconomic environment caused by inflation, the situation in
upstream and downstream markets and the situation related to the war in Ukraine, the Company
reviews significant accounting policies and estimates in areas that could be adversely affected by the
situation, in particular impairment of assets - impairment of receivables, environmental and other
provisions, fair value measurement, leases, labour costs and the recoverability of deferred tax assets.
III. Significant accounting policies
The Company has applied accounting policies in accordance with IFRS for the period presented in the
accompanying financial statements. The Company has not changed the accounting policies published
in the Annual Report 2023. The accounting policies and methods of computation used are the same
as those used in the last annual reporting.
In selecting the accounting policies, deciding on their application and preparing the financial
statements, the management considered the following three requirements: the financial statements
are understandable if they are readily understandable by users; the information is relevant if it assists
the user in making economic decisions; and the information is material if its omission or
misstatement could affect the economic decisions of users. The financial statements contain
comparative information.
A. TRANSLATION OF FOREIGN CURRENCIES
For transactions originally denominated in a foreign currency, the commercial bank rate or the
European Central Bank mid-rate (reference rate) is used for the translation of transactions during
the year. Assets and debts denominated in a foreign currency are recorded at their translated value
at the European Central Bank mid-rate at the reporting date. Exchange differences, whether positive
or negative, are the differences between the amortised cost in the functional currency at the
beginning of the period and the amortised cost of payments during the period and the amortised cost
in the foreign currency translated at the exchange rate at the end of the period. Non-monetary assets

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and liabilities denominated in a foreign currency and measured at fair value are translated into the
functional currency at the exchange rate at the date the fair value is determined. Non-monetary
items denominated in a foreign currency and measured at historical cost are translated into the
functional currency at the exchange rate at the date of the transaction. Exchange differences are
recognised in the income statement.
B. INTANGIBLE ASSETS
Development costs incurred by the Company are recognised as an intangible asset. An intangible
asset is derecognised and removed from the balance sheet and statement of financial position on
disposal or when no further economic benefits are expected from its use and subsequent disposal.
Other intangible assets have finite useful lives and are carried at cost less accumulated amortisation
and accumulated impairment losses. Cost also includes borrowing costs until the intangible asset is
created.
Subsequent expenditure relating to intangible fixed assets is capitalised to the extent that it increases
the future economic benefits of the asset to which it relates.
The Company applies the straight-line method. Amortisation rates are determined by reference to
the expected useful lives. Amortisation is charged on a straight-line basis until the amortised cost
base is fully recovered and begins to be amortised when the intangible asset with the finite useful
life is available for use. The estimated useful lives for the current and comparative periods are:
computer software: 2 to 10 years,
technical and project documentation: 8 to 40 years,
easements: 20 years and more.
The amortisation and depreciation rates in 2024 remain unchanged from the previous year.
C. TANGIBLE FIXED ASSETS
The Company's tangible fixed assets comprise land, buildings, manufacturing equipment, other
property, plant and equipment, small inventories, property, plant and equipment under construction
or in the course of construction, and advances for the acquisition of property, plant and equipment.
The Company uses the cost model. Cost includes costs directly attributable to the acquisition of an
individual tangible fixed asset (import and non-refundable purchase duties and costs directly
attributable to its qualification for its intended use, in particular import and installation costs). Under
the cost model, tangible fixed assets are carried at cost less accumulated depreciation and
accumulated impairment losses. The cost includes borrowing costs related to the acquisition of the
tangible fixed asset until it is ready for use.
The cost of a tangible fixed asset constructed or manufactured in the Company consists of the costs
directly attributable to its construction or manufacture (costs of materials, labour, services of external
contractors and services of the Company's business units) and those general construction or
manufacturing costs that are directly attributable to its qualification for its intended use.
The cost of a tangible fixed asset is allocated to its components if their value is significant, they have
different useful lives that are significant in relation to the total cost of the tangible fixed asset, and
they are accounted for as individual assets.
Subsequent expenditure relating to a tangible fixed asset increases its cost if it is its replacement
and it is probable that its future economic benefits will be greater than those originally estimated.

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Subsequent expenditure on a fully depreciated tangible fixed asset is recognised as a new asset with
a new useful life.
We capitalise own products and own services when they enhance the future benefits of an asset or
increase its useful life. These are goods and services that are created or rendered and then recorded
at cost as tangible fixed assets or intangible assets. At the same time, these effects of capitalising
own goods and services are recorded in other operating income.
The Company applies the straight-line method. Amortisation rates are determined according to the
expected useful lives. Amortisation is charged on a straight-line basis until the asset is fully recovered
from the asset, which forms the basis for depreciation, and commences on the first day of the month
after it is available for use. Land and fixed assets of artistic and cultural interest are not depreciated.
The estimated useful lives for the current and comparative period are:
buildings: 5 to 71 years,
production equipment: 2 to 30 years,
other equipment: 2 to 5 years.
The depreciation rates in 2024 remain unchanged from the previous year.
In estimating the useful lives of assets, the Company takes into account expected physical wear and
tear, technical obsolescence, economic obsolescence and expected legal and other restrictions on
use. The Company also reviews the useful lives of major assets in the event that circumstances
change and require a change in the useful life and therefore a revaluation of depreciation expense.
Leases
The Company assesses whether a contract is a lease or contains a lease at the time the contract is
entered into. A contract is a lease or contains a lease if it transfers the right to control the use of an
identified asset for a fixed period in exchange for consideration. The Company determines the term
of a lease as the period during which the lease cannot be terminated, together with (a) the periods
for which the option to extend the lease is exercisable if it is reasonably certain that the option will
be exercised and (b) the periods for which the option to terminate the lease is exercisable if it is
reasonably certain that the option will not be exercised.
The Company as lessee
The Company as lessee has no leases.
The Company as lessor
Leases in connection with which there is no significant transfer of the risks and rewards of ownership
are classified as operating leases. Lease income is accrued on a straight-line basis over the lease
term and recognised in income in the income statement. Initial direct costs are incremental costs
directly attributable to negotiating and agreeing the lease, increase the carrying amount of the leased
asset and are recognised over the lease term in the same way as lease income. Contingent lease
payments are recognised as income in the period in which they are earned.
D. OTHER NON-CURRENT ASSETS
The Company recognises as other non-current assets emission allowances received free of charge
from the government. The Company records the receipt and use of emission allowances as follows:

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Emission allowances granted by the State (the Ministry of the Environment and Spatial
Planning and the Environment Agency of the Republic of Slovenia) from 2013 onwards are
shown in the statement of financial position at a value of one euro per emission allowance;
Income from the sale of allocated emission allowances is shown in other operating income in
the income statement;
Purchases of emission allowances on the market are recorded as non-current assets at cost
if they cover actual issuances that will take place in future periods;
Current liabilities are expensed when the estimated amount of actual emissions exceeds the
number of emission allowances of the Company that have been either allocated or purchased
to cover the actual emissions;
If the market value of the emission allowances purchased at the year-end is lower than their
carrying amount, the allowances are revalued for impairment;
The Company first applies all the allowances acquired from the government at the balance
sheet cut-off date and applies any shortfall to allowances purchased on the market at average
cost.
E. FINANCIAL INSTRUMENTS
Financial instruments include non-derivative financial assets and non-derivative financial liabilities
and derivative financial instruments. Financial instruments are carried at fair value and amortised
cost. Fair value is the price that would be received to sell an asset or paid to transfer a liability in an
orderly transaction between market participants at the measurement date.
On initial recognition, the Company classifies financial assets as subsequently measured at amortised
cost, fair value through comprehensive income and fair value through profit or loss. The classification
of financial assets at initial recognition depends on the contractual cash flow characteristics of the
financial asset and the Company's business model for managing them. Except for trade receivables
that do not have a significant financial component or for which the Company has applied a practical
expedient, the Company measures the financial asset on initial recognition at fair value, which, in
the case of a financial asset not at fair value through profit or loss, is the fair value plus transaction
costs.
Trade receivables that do not have a significant financial component or for which the Company has
applied a practical expedient are measured at transaction price determined in accordance with IFRS
15 (see accounting policies in the section Revenue under contracts with customers).
Non-derivative financial assets
Financial assets are classified into one of the following groups on initial recognition:
financial assets measured at amortised cost,
financial assets at fair value through other comprehensive income,
financial assets at fair value through profit or loss; or
cash.
Non-derivative financial assets include cash and cash equivalents, receivables, loans and
investments. The Company recognises receivables and loans and deposits at the date they are
incurred. It recognises other assets when the transaction is entered into or when it becomes a party
to the contractual provisions of the instrument. The Company derecognises a financial asset when
the contractual rights to the cash flows from the financial asset expire or when the rights to the
contractual cash flows from the financial asset are transferred in a transaction that transfers all the
risks and rewards of ownership of the financial asset.
Impairment of financial assets is described in more detail in note H below.

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Financial assets at fair value through other comprehensive income
Financial assets at fair value through other comprehensive income that are debt instruments are
those financial assets that are held by the Company for the purpose of receiving contractual cash
flows that represent solely payments of principal and interest on the principal outstanding. For debt
instruments that are recognised at fair value through other comprehensive income, interest income,
exchange differences and impairment or reversal losses are recognised in the income statement and
accounted for in the same way as for financial assets at amortised cost. All other changes in fair
value are recognised in the statement of other comprehensive income. On de-recognition, the
cumulative change in fair value recognised in other comprehensive income is reclassified to profit or
loss. Financial assets at fair value through other comprehensive income that have the characteristics
of an equity instrument are those financial assets that meet the definition of equity in accordance
with IAS 32 Financial Instruments and that the entity has elected to designate irrevocably as equity
instruments at fair value through other comprehensive income and that are not held for trading
purposes. The classification is determined on an instrument-by-instrument basis. Gains and losses
on these financial assets are never allocated to the income statement.
Dividends on equity instruments are recognised as financial revenue in the income statement when
the right to receive payment is established.
Financial assets at amortised cost
The Company classifies as financial assets at amortised cost financial assets held for the purpose of
generating contractual cash flows that represent solely payments of principal and interest on the
principal outstanding. The Company classifies loans, trade and other receivables as financial assets
at amortised cost. Depending on their maturity, they are classified as either current (maturity up to
12 months after the statement of financial position date) or non-current (maturity more than 12
months after the statement of financial position date). Loans and receivables are initially recognised
at fair value plus direct transaction costs. Subsequent to initial recognition, loans and receivables are
measured at amortised cost using the effective interest rate method less expected credit losses.
Gains and losses are recognised in profit or loss when eliminated, modified or impaired. Insurance
of trade receivables is not treated as a separate financial instrument but as an integral part of the
receivables. Insurance policies are taken out on a periodic (annual) basis and relate to specific
receivables and/or counterparties. The insurance policy taken out is flexible, whereby business
partners can be added or removed from the insurance for the duration of the insurance policy. The
insurance policies relate exclusively to the insurance of trade receivables.
Financial assets at fair value through profit or loss
Financial assets at fair value through profit or loss include financial assets held for trading, financial
assets at fair value through profit or loss or financial assets that the Company is required to measure
at fair value. Financial assets are classified as held for trading if they are acquired with a view to
selling or repurchasing in the foreseeable future. Derivative financial instruments, including separate
embedded derivatives, are classified as held for trading unless they are effective hedging
instruments. Financial assets that generate cash flows other than payments of principal and interest
are classified and measured at fair value through profit or loss, regardless of the business model.
Financial assets at fair value through profit or loss are carried at fair value in the statement of
financial position, with net changes in fair value recognised in the income statement.

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Cash and cash equivalents
Cash and cash equivalents comprise: cash in hand, balances in transaction and foreign currency
accounts, bank deposits with a maturity of 3 months or less and similar investments held to ensure
solvency. Cash is recognised at initial recognition at the amount resulting from the relevant
instruments that give rise to control over the rights attaching to it.
Non-derivative financial liabilities
The Company's outstanding financial liabilities comprise trade, financial and other payables. The
Company initially recognises these liabilities on the trade date when it becomes a party to the
contractual provisions of the instrument. The Company derecognises the liability when the obligations
under the contract are discharged, cancelled or become time-barred. Unliquidated obligations are
initially recorded at fair value plus transaction costs directly attributable to the transaction. After
initial recognition, they are measured at amortised cost. Depending on their maturity, they are
classified as either current (maturity up to 12 months after the statement of financial position date)
or non-current (maturity over 12 months after the statement of financial position date).
Derivative financial instruments
Derivative financial instruments are initially recognised at fair value. Transaction costs are recognised
in profit or loss as incurred. Subsequent to initial recognition, derivative financial instruments are
measured at fair value, with the related changes recognised in profit or loss. Fair value is defined as
the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction
between market participants at the measurement date. If the transaction price does not equal the
fair value at the measurement date, the difference for marketable assets is recognised in profit or
loss or deferred and subsequently released to profit or loss in accordance with policy. Investments
or financial liabilities measured at fair value through profit or loss are remeasured at fair value at
least annually, at the time of the preparation of the annual financial statements. Gains or losses
arising from changes in fair value are recognised in the income statement.
The Company makes purchases of strategic raw materials in US dollars and also makes sales to US
dollar markets that are significantly lower in value than purchases. Purchases and sales in different
currencies result in mismatches between purchase and sale prices and in a constantly changing
euro/dollar exchange rate; the Company balances this through forward transactions to maintain the
correct euro/dollar exchange rate and to minimise currency risks.
F. ASSETS (DISPOSAL GROUPS)
Assets or disposal groups comprising assets and liabilities that are expected to be settled principally
through sale and for which it is probable that a sale will occur are classified as held for sale.
Impairment losses on reclassification of assets as held for sale and subsequent losses or gains on
remeasurement are recognised in profit or loss. Gains are not recognised in excess of any cumulative
impairment losses. Intangible assets and tangible fixed assets cease to be amortised when they are
classified as held for sale. On disposal, the Company derecognises the asset (disposal group) and
recognises the effect of the disposal, less costs directly attributable to the sale, in other operating
income or expense.
G. INVENTORY
The Company's inventories are valued at the lower of cost and net realisable value. Cost comprises
the purchase price, import duties and direct acquisition costs. The purchase price is less any discounts
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costs directly attributable to the trade goods, materials or services acquired. Purchase price discounts
include both those stated on the invoice and those obtained subsequently and relating to a particular
purchase.
The Company carries inventories of raw materials and supplies, ancillary materials, packaging and
merchandise at cost plus any related acquisition costs. The Company uses constant prices with offsets
to record inventories and consumption of materials. Consumption of basic raw materials is recorded
using the FIFO method and consumption of other inventories of materials and supplies is recorded
using the weighted average cost method. Inventories of raw materials and supplies with no
movement are revalued for impairment by writing down the value according to the following criteria:
third year: 25%,
fourth year: 50%,
fifth year: 100%.
Inventories of work in progress, semi-finished and finished goods are valued at production cost,
which includes direct costs of materials, wages and salaries and production services, depreciation
and amortisation, and a portion of the general production costs of production cost centres, comprising
the cost of materials, maintenance, insurance and a portion of the cost of other services. The
Company uses constant prices (PVS) with offsets to record inventories of work in progress and
finished goods. Cost transfers from inventories are made using the weighted average price method.
Inventories of work in progress and finished goods without movements are revalued for impairment
by writing down the value according to the following criteria:
second year: 25%,
third year: 50%,
fourth year: 100%.
H. IMPAIRMENT OF ASSETS
Financial assets
In accordance with IFRS 9, the Company uses an expected loss model to recognise not only losses
incurred but also losses expected to be incurred in the future. The Company assesses evidence that
financial instruments are impaired. If, at the reporting date, the credit risk of a financial instrument
has not increased significantly since initial recognition, the impairment assessment is based on the
expected credit losses associated with the probability of default of the financial instrument within the
next 12 months.
For financial assets, such as trade receivables, that do not have a significant financing component, a
simplified approach is used whereby the impairment allowance is calculated as an amount equal to
the expected credit losses over the life of the financial asset. The Company forms groups of
receivables based on their collateralised/uncollateralised status, maturity, similar risk characteristics
and historical recoverability, adjusted for the Management Board's assessment of whether actual
losses due to current economic conditions are likely to be greater or less than the losses projected
by historical development.
If credit risk has increased significantly since initial recognition but the assets do not yet show
objective evidence of impairment, the impairment assessment is based on the probability of default
over the life of the financial asset. Expected credit losses represent the difference between the
contractual cash flows that are contractually due and all cash flows that the Company expects to
receive. For financial assets that show objective evidence of impairment at the reporting date, a full
allowance for expected credit losses is provided for based on a decision of the Management Board.
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it will not be able to collect the contractual cash flows. Objective evidence that a financial asset is
impaired may include: default or breach by the debtor; indications that the debtor is about to enter
bankruptcy or is subject to proceedings under the Financial Management, Insolvency and Compulsory
Liquidation Proceedings Act (ZFPPIPP).
Claims that are presumed to be unsettled or not settled in full are considered doubtful and, if they
are the subject of legal proceedings, questionable. The Company records an allowance for these
receivables as a charge to operating expenses in respect of the receivables. The establishment of an
allowance for trade and other receivables is based on an individual assessment of their riskiness,
taking into account historical payment dynamics, past payment delays, the credit rating of the
business partner and the status of the business partner in insolvency proceedings.
Investments in equity securities or interests in other companies for which an irrevocable decision has
been made at initial recognition that they are not held for trading are accounted for as financial
assets at fair value through other comprehensive income. The fair value of quoted securities is
measured at the exchange rate at the reporting date. Gains or losses arising from changes in fair
value are recognised in other comprehensive income and reported directly in equity as a reserve for
fair values of financial instruments, net. Amounts presented in other comprehensive income may not
be subsequently transferred to profit or loss. The cumulative gain or loss is transferred within equity.
Non-financial assets
The Company reviews the carrying amount of significant non-financial assets at each reporting date
to determine whether there is any indication of impairment. If such indications exist, the recoverable
amount of the asset is estimated. The recoverable amount of an asset or cash-generating unit (CGU)
is the higher of its value in use and its fair value less costs to sell. In determining the value in use of
an asset, the expected future cash flows are discounted to their present value using a pre-tax
discount rate that reflects current market assessments of the time value of money and the risks
specific to the asset. In allocating impairment to an individual CGU asset, the carrying amount of the
individual asset is not reduced below the highest of fair value less costs of disposal (if measurable),
value in use (if determinable) or nil. An impairment of an asset or cash-generating unit is recognised
when its carrying amount exceeds its recoverable amount. Impairment is recognised in profit or loss.
The Company evaluates impairment losses in prior periods at the end of the reporting period to
determine whether the loss has been reduced or no longer exists. An impairment loss is reversed if
there has been a change in the estimates used by the Company to determine the asset's recoverable
amount. An impairment loss is reversed to the extent that the increase in the carrying amount of the
asset does not exceed the carrying amount that would have been determined, net of amortisation,
if no impairment loss had been recognised for the asset in prior years.
I. FAIR VALUE MEASUREMENT
The Company's accounting policy requires the determination of the fair value of both non-financial
and financial assets and liabilities, either for the measurement of individual assets or for additional
fair value disclosures. Fair value is the amount for which an asset could be sold or a liability
exchanged between knowledgeable, willing parties in an arm's length transaction.
The methods of determining the fair value of each class of assets for measurement or reporting
purposes are described below.
Financial assets at fair value through profit or loss and financial assets at fair value
through other comprehensive income

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The fair value of financial assets at fair value through profit or loss and financial assets at fair value
through other comprehensive income is determined based on comparable market data of companies
in the electricity industry.
Receivables and loans
The fair value of receivables and loans is calculated as the present value of future cash flows,
discounted at the market rate of interest at the end of the reporting period. The estimate takes into
account the credit risk of these financial assets.
Outstanding financial liabilities
For reporting purposes, fair value is calculated based on the present value of future principal and
interest payments discounted at the market rate of interest at the end of the reporting period.
J. CAPITAL
The Company's total capital comprises: called-up capital, capital reserves, profit reserves, fair value
reserves, retained earnings or undiscounted losses from previous years and interim undistributed
earnings or loss for the year.
Called-up capital represents the share capital, nominally as defined in the Company's Articles of
Association, consisting of ordinary shares.
Treasury shares: When treasury shares that are accounted for as part of share capital are
redeemed, the amount of consideration paid, including costs directly attributable to the redemption,
net of any tax effects, is recognised as a change in capital. The repurchased shares are accounted
for as treasury shares and deducted from capital. When treasury shares are sold or subsequently
reissued, the amount received is recognised as an increase in capital and the resulting surplus or
deficit on the transaction is transferred to capital reserves or retained earnings, as appropriate.
Capital reserves consist of the capital reserves created in the course of the ownership transfer and
the general revaluation adjustments to capital, which, in accordance with the then applicable SRS,
included the revaluation of the share capital prior to 2002. As a result of the changeover to the new
SRS (2006), the general revaluation adjustment to the Company's capital was transferred to the
capital reserves on 1 January 2006.
The profit reserve is a portion of the net profit of previous years retained for a specific purpose,
mainly to offset possible future losses. They consist of: legal reserves, reserves for own shares or
own interests, own shares or own interests (as a deductible item), statutory reserves and other profit
reserves.
Retained earnings is the profit of the current year and profit from previous years as a remainder
of the then net profit that is not distributed to equity owners in the form of dividends or other shares,
nor is it specifically designated as a reserve.
The fair value reserve relates to the change in fair value of equity investments in other companies
that are measured at fair value through equity. The fair value reserve also includes the cost of
remeasuring post-employment benefits (actuarial gains/losses) arising from the change in the
present value of the retirement benefit obligation.

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Dividends: Until dividends are approved by the General Meeting, deemed dividends are treated as
retained earnings, i.e. dividends are recognised in the financial statements in the period in which the
resolution of the general meeting to pay dividends is passed.
K. CURRENT EMPLOYEE BENEFITS
Current employee benefit obligations are measured on an undiscounted basis and are recognised as
an expense when the employee's service related to the defined short-term benefit is rendered.
L. NON-CURRENT EMPLOYEE BENEFITS
Provisions for post-employment and other non-current employee benefits
The Company is obliged by law, collective agreement and internal rules to pay jubilee bonuses and
retirement benefits to employees, for which provisions are made. There are no other pension
obligations. Provisions are made for estimated future payments of retirement and jubilee benefits,
discounted at the reporting date. The calculation takes into account the cost of severance payments
on retirement and the cost of any expected jubilee awards until retirement. Personnel and interest
costs are recognised in the income statement and the translation of post-employment benefits or
unrealised actuarial gains or losses is recognised in other comprehensive income.
M. OTHER PROVISIONS
Provisions are recognised when, as a result of a past event, the Company has a legal or constructive
obligation that can be measured reliably and it is probable that an outflow of resources embodying
economic benefits will be required to settle the obligation. The amount recognised as a provision is
the best estimate at the reporting date of the expenditure required to settle the obligation. The
Company recognises a provision when the conditions for the provision are met and it is charged to
the relevant costs or expenses.
The environmental provision is established as a best estimate of the costs, as well as other activities
required, based on assessments by external independent environmental experts, related to the
operation of landfills and facilities owned by the Company to cover long-term obligations. The
Company's management assesses whether there is a legal, contractual or constructive obligation to
replenish/release the provision. Provisions are discounted at a risk-free rate, according to the
estimated timing of the execution of the works, which is projected by means of external experts'
estimates, taking into account the structure of the land, the activities required and the statutory
provisions. In 2023, a review of the provisions was carried out to reassess the execution of the
necessary works, to define the timetable for the execution of the works and the value of the execution
of the works, taking into account inflation, and based on the timetable, the provisions were
discounted accordingly by a discount factor of the government bond yield. This was done on the basis
of an assessment by external experts and an annual management review. Cost adjustments were
made in line with the increase in prices of materials and services to carry out the necessary
rehabilitation. In 2024, a review of all provisions was carried out again with the help of external
experts who estimated the new works needed (landslide rehabilitation, sealing curtain). The value of
the works was adjusted to take account of the increase in the cost of carrying out the planned
activities (inflation) and, based on the timetable of the planned rehabilitation works, the provisions
were discounted accordingly by discounting them by the government bond yield factor.
N. GOVERNMENT GRANTS
Revenue from government grants is recognised in the financial statements of Cinkarna Celje, d. d.,
when received and when there is reasonable assurance that the Company will comply with the terms

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and conditions of the grant. The Company recognises government grants related to the epidemic in
Slovenia in current operating income. Remaining government and other subsidies received to cover
costs are recognised as revenue on a consistent basis in the periods in which the related expenses
are incurred to be compensated by the subsidies. Asset-related government grants are recognised
in the income statement on a strictly consistent basis within other operating income over the useful
life of the asset.
Revenue from government subsidies to mitigate the energy crisis is recognised initially if there is
reasonable assurance that Cinkarna Celje, d. d., will receive the revenue and that it will meet the
conditions related to receiving and retaining the revenue. Revenue from government subsidies is
consistently recognised in other operating income in the income statement.
Government grants received for the acquisition of fixed assets or the recovery of certain costs remain
temporarily in deferred income and are transferred to operating income in accordance with the
depreciation of the fixed assets acquired or the costs incurred for which they are intended to be
recovered.
O. OTHER CURRENT ASSETS AND OTHER CURRENT LIABILITIES
Under other current assets, the Company recognises short-term deferred costs or expenses. In
accordance with the methodology set out for the deferral of the cost of annual commitments, deferred
costs for annual leave, insurance premiums paid and other current costs are recognised during the
year. At the reporting date, the Company recognises prepaid raw material costs and costs relating
to a future balance sheet period. The Company also recognises VAT on advances received as other
current assets.
Within other current liabilities, the Company recognises accrued costs or expenses and deferred
income. In accordance with the established methodology for the allocation of the cost of annual
commitments, planned commitments are deferred during the year. Accrued income during the year
from the sale of products and services is recorded as deferred income. The Company also recognises
accrued unused annual leave entitlement as well as VAT on advances made as other current liabilities.
P. REVENUE
Revenue from contracts with customers
Revenue is recognised under IFRS 15 if the increase in economic benefits during the period is
attributable to an increase in the value of an asset or a decrease in a debt and the increase can be
measured reliably. Revenue is recognised when it is reasonably expected to give rise to benefits, if
those benefits are not realised when they arise.
Revenue from contracts with customers is the result of sales of chemical, metallurgical and other
manufacturing products and materials where the performance obligation is settled when the goods
are shipped or accepted by the customer. In the case of revenue from contracts with customers,
where the sale results in the provision of services, the performance obligation is discharged when
the service is rendered. Revenue from sales is revenue arising from contracts with customers for the
sale of goods or services. Revenue from sales reflects transfers (deliveries) of contractually agreed
goods or services to customers in the amount of the expected consideration to which the Company
will be entitled in exchange for those goods or services. Amounts collected for the benefit of third
parties, such as value added tax and other taxes levied at the time of sale, are not a component of
sales revenue. Similarly, amounts collected for the benefit of the principal are not part of the proceeds
of the sale (the proceeds of the sale are only that part of the consideration due to the principal for
the agency service provided). The goods or services are transferred when the customer obtains (or

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acquires) control of them. The customer obtains control of the good or service when the customer
acquires the right to determine its use and the right to substantially all of its residual benefits. Such
control includes the ability to prevent others from directing the use of the good or service and
obtaining benefits from it. Benefits from goods or services are potential cash flows (receipts or
expenditure savings) that can be obtained directly or indirectly in a variety of ways. The Company
transfers control of the good or service and thereby discharges or satisfies the performance
obligation, either at a point in time or gradually. When entering into a contract with a customer, the
Company specifies all performance obligations contained in the contract. Each obligation to transfer
goods or services to the customer is identified as a separate (distinct) performance obligation:
Which, under the IFRS criteria, can be identified in the context of a contract separately from
other contractual obligations to transfer goods or services;
The customer can use the contractually agreed good or service alone or in conjunction with
other available or readily available resources (assets). For example, the fact that the
Company regularly sells the good or service separately would indicate that the customer can
use the good or service alone or in conjunction with other readily available resources.
Revenue from the sale is recognised at an amount reflecting the transaction price allocated to the
stand-alone performance obligation. The transaction price is the amount of consideration to which
the Company expects to be entitled in exchange for transferring the goods or services to the
customer, excluding amounts collected on behalf of third parties.
The control of goods and services depends on the terms of the sales contract, and the transfer takes
place at the moment the goods are taken over by the customer or the service is rendered. The normal
payment period is between 30 and 90 days.
Assets from contracts with customers
A contract asset is a right to consideration in exchange for goods or services that have been
transferred to the customer but not yet billed to the customer. The Company recognises unbilled
revenue for goods and services supplied to customers as contract assets.
Liabilities under contracts with customers
A contract liability is an obligation to transfer goods or services to a customer in exchange for
consideration received by the Company from the customer. The Company recognises a contract
liability for volume discounts granted. Contract liabilities are recognised as revenue when the
Company has fulfilled its performance obligation under the contract.
Other sales revenue
Revenue and other operating income are recognised when the service is rendered and the customer
has obtained control of the goods or services in accordance with IFRS 15.
Other operating income arises on the disposal of intangible assets and tangible fixed assets as the
excess of their sale value over their carrying amount and on the occurrence of other unusual items.
It is recognised in the amounts actually incurred.
Financial revenue
Comprises interest income on investments, dividend income, gains on disposal of available-for-sale
financial assets, foreign exchange gains and gains on hedging instruments recognised in the income
statement. Interest income is recognised when earned using the effective interest method. Dividend
income is recognised in the income statement when the right to receive payment is established.

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Q. EXPENSES
An expense is recognised to the extent that a decrease in economic benefits during the period is
associated with a decrease in an asset or an increase in a debt and the decrease can be measured
reliably.
Operating expenses are recognised when the material is consumed or the service rendered, in the
period to which they relate. The normal valuation of stocks of products and work in progress at
production cost takes into account operating expenses consisting of production costs that are no
longer retained in those stocks, as well as purchase and selling costs and general operating expenses
accrued during the accounting period. The transfer of costs from stocks of products and work in
progress to quantities sold and the transfer of the cost of merchandise and supplies to quantities
sold are made using the constant (estimated, standard) price method, taking into account the
proportionate share of variances.
Operating expenses are equal to the costs accrued during the accounting period, plus the costs
retained in opening inventories of products and work in progress, less the costs retained in closing
inventories of products and work in progress, valued at production cost.
Operating expenses are increased by the cost of goods and materials sold. Service costs relate mainly
to costs incurred for maintenance of assets, transport services, services of intermediaries in the sale
of products, advertising (sponsorship) costs, research costs and costs of intellectual services.
Operating expenses impairments arise in respect of tangible fixed assets, intangible assets and
working capital due to their impairment. Other expenses consist of unusual items which are stated
at the amounts actually incurred.
Financial expenses comprise interest expense on borrowings, foreign exchange losses and
impairment losses on financial assets recognised in the income statement. Borrowing expenses are
recognised in the income statement using the effective interest method.
R. TAXATION (income tax)
Corporate income tax for the year comprises both current and deferred tax. Income tax is recognised
in the income statement except to the extent that it relates to items recognised directly in capital.
Taxable profit differs from net profit reported in the income statement because it excludes items of
income or expense that are taxable or deductible in other years and items that are never taxable or
deductible.
Current tax is the tax expected to be payable on the taxable profit for the year using tax rates
enacted or substantively enacted at the reporting date.
Deferred tax is recognised using the liability method in the statement of financial position, taking
into account temporary differences between the carrying amounts of assets and liabilities for financial
reporting purposes and amounts for tax reporting purposes. Deferred tax is provided at the amount
expected to be payable when the temporary differences reverse, based on laws enacted or
substantively enacted at the reporting date.
The deferred tax liability is recognised in full using the liability method of the statement of financial
position for temporary differences arising between the tax bases of assets and liabilities and their
carrying amounts in the Company's separate financial statements. Deferred tax is provided using tax
rates (and laws) that are expected to apply when the deferred tax liability is settled. Deferred tax is
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amount of deferred tax is based on the expected manner of recovery or settlement of the carrying
amounts of assets and liabilities using tax rates enacted or substantively enacted at the reporting
date. Deferred tax assets and deferred tax liabilities are offset if there is a legal right to set off tax
assets and income tax liabilities.
A deferred tax asset is recognised to the extent that it is probable that future taxable profit will be
available against which the deferred tax asset can be utilised in the future. Deferred tax assets are
reduced by the amount for which it is no longer probable that the tax benefit associated with the
asset will be available.
S. REPORTING BY SEGMENT
The Company discloses information by segment. An operating segment is an identifiable component
of the Company that is engaged in specific products or services (an operating segment) or in products
and services in a specific, geographically defined economic environment (an operating area); these
segments are distinguished by their risks and rewards. Segment information is presented by the
Company's geographical and business segments. The Company's segment reporting is based on its
geographical segments, which are also supported by the Company's corporate governance and
internal reporting system.
The Company's geographical segments are Slovenia, the European Union and third countries, which
include the markets of the former Yugoslavia.
The Company's business segments are the business units that produce the key products Titanium
Dioxide, Zinc Processing, Varnishes, Masters and Inks, Agro Programme, Polymers and Others.
Segment profit or loss is stated as the difference between operating income and expenses, taking
into account those income and expenses that are directly attributable to each segment, excluding
those income and expenses that cannot be allocated to the segment in a meaningful way. Smaller
operating segments are aggregated into a single category, a business unit, because they are
insignificant and detailed disclosures could cause significant harm to the Company.
T. EARNINGS PER SHARE
Cinkarna Celje, d. d., reports basic earnings per share, which is calculated by dividing the profit/loss
attributable to ordinary shareholders by the number of ordinary shares in the financial year. Diluted
earnings per share is equal to basic earnings because all Cinkarna Celje, d. d., shares belong to the
same class of ordinary registered bulk shares.
U. FINANCIAL RISK MANAGEMENT IN THE USE OF FINANCIAL INSTRUMENTS
Cinkarna Celje, d. d., uses various instruments to manage financial risks when using financial
instruments to manage credit, liquidity, market, currency and operational risks, which are presented
in more detail in Note VI Financial instruments and financial risks.
IV. REPORTING BY SEGMENT
Cinkarna Celje, d. d., reports revenue from contracts with customers by geographically defined
segments and sales programmes. Revenue from contracts with customers is reported by
geographical location of customers and sales programmes. The Company monitors the following
segments in the preparation and presentation of the income statement and revenue from contracts
with customers:

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Titanium dioxide, comprising sales of titanium dioxide pigment together with other sales of
the TiO
2
business unit including sales of CEGIPS and sulphuric acid.
Zinc processing, comprising all sales of metallurgical products.
Paints, varnishes, masters and printing inks.
Agro programme, comprising all sales of copper fungicides and Humovit.
Polymers, covering all polymer sales of the business unit.
Other, comprising sales of service activities and other unallocated items.
Sales by business segment
In EUR
2024
2023
Titanium dioxide
168,728,022
146,042,369
- of which TiO
2
pigment
165,044,453
143,356,887
Zinc processing
0
5,637,539
Varnishes, masters
16,140,315
16,579,785
Agro programme
11,150,638
5,443,530
Polymers
3,379,268
2,148,761
Other
887,171
612,307
TOTAL
200,285,413
176,464,289
In EUR
2023
2022
Titanium dioxide
146,042,369
189,740,282
- of which TiO
2
pigment
143,356,887
186,385,200
Zinc processing
5,637,539
8,240,209
Varnishes, masters
16,579,785
18,516,808
Agro programme
5,443,530
8,481,917
Polymers
2,148,761
1,647,402
Other
612,307
526,498
TOTAL
176,464,289
227,153,116
Sales by geographical segment
In 2024, due to low sales to the markets of the former Yugoslavia, the reporting of this market was
merged into the Third Countries segment.
In EUR
2024
2023
Slovenia
13,684,845
14,889,861
European Union
162,234,825
134,006,280
Third countries
19,080,092
22,900,287
Third countries dollar market
5,285,650
4,667,861
TOTAL
200,285,413
176,464,289
Sales by geographical segment reported in the Annual Report 2023
2023
2022
Slovenia
14,889,861
18,781,919
European Union
134,006,280
173,950,706
Market of the former Yugoslavia
3,395,401
4,959,791
Third countries
19,504,886
27,117,372
Third countries dollar market
4,667,861
2,343,328
TOTAL
176,464,289
227,153,116

Graphics
200
Operating result by business segment
The Company also monitors segment results by sales programme, which are regularly reviewed and used to inform decisions on the future performance of
the individual programme. The Company monitors operating profit by segment. However, the Company monitors financial result, income tax, deferred tax
assets and net profit at the level of the Company as a whole, and the Company's statement of financial position is monitored only at the level of the
Company.
In EUR
Titanium dioxide
Zinc processing
Varnishes and masters
Agro programme
Polymers
Other
Total
31.12.2023
31.12.2024
31.12.2023
31.12.2024
31.12.2023
31.12.2024
31.12.2023
31.12.2024
31.12.2023
31.12.2024
31.12.2023
31.12.2024
31.12.2023
31.12.2024
Revenue from contracts with
customers
146,042,369
168,728,022
5,637,539
0
16,579,785
16,140,315
5,443,530
11,150,638
2,148,761
3,379,268
612,306
887,170
176,464,289
200,285,413
Other operating income
9,229,904
1,100,495
1,953
0
16,354
794,331
66,134
55,775
260,983
325,978
2,899,413
3,716,539
12,474,740
5,993,118
Change in value of stocks
-6,293,658
-1,800,756
-10,368
0
-117,437
-482,832
-118,274
522,144
-9,506
-381,350
-6,549,243
-2,142,794
Operating expenses
-135,499,622
-143,635,715
-5,553,788
0
-16,577,133
-15,050,725
-6,415,451
-11,525,534
-1,939,868
-2,768,843
-3,681,175
-4,490,676
-169,667,037
-177,471,493
of which depreciation
-8,788,685
-9,243,069
-65,421
0
-385,472
-416,190
-270,655
-266,481
-188,449
-192,803
-2,656,685
-2,782,266
-12,355,367
-12,900,809
Operating result
13,478,993
24,392,046
75,335
0
-98,431
1,401,089
-1,024,061
203,023
469,875
936,403
-178,962
-268,317
12,722,749
26,664,244
Interest income
1,121,471
1,726,438
Other financial income
0
140,564
Interest expense
887
4,114
Other financial expenses
37,731
0
Financial result
0
0
0
0
0
0
0
0
0
0
0
0
1,082,853
1,862,888
Deferred taxes
151,920
-36,221
Income tax
1,304,115
5,403,661
Net profit
0
0
0
0
0
0
0
0
0
0
0
0
12,653,407
23,087,250

Graphics
201
V. NOTES
1 Intangible assets
In EUR
Group of intangible assets
for 2024
Acquisition value
Value adjustment
Undepreciated value
31/12/2024
31/12/2023
31/12/2024
31/12/2023
31/12/2024
31/12/2023
Property rights
5,690,758
6,161,514
4,630,391
5,093,263
1,060,367
1,068,251
Assets under acquisition
1,348,412
516,856
0
0
1,348,412
516,856
TOTAL
7,039,170
6,678,369
4,630,391
5,093,263
2,408,779
1,585,108
In EUR
Group of intangible assets
for 2023
Acquisition value
Value adjustment
Undepreciated value
31/12/2023
31/12/2022
31/12/2023
31/12/2022
31/12/2023
31/12/2022
Property rights
6,161,514
5,845,554
5,093,263
4,907,487
1,068,251
938,067
Assets under acquisition
516,856
270,158
0
0
516,856
270,158
TOTAL
6,678,369
6,115,711
5,093,263
4,907,487
1,585,108
1,208,224
Intangible assets have finite useful lives. The Company reviewed their values and determined that
their present value does not exceed their recoverable amount. In 2024, the Company invested in
long-lived property rights from investments in software and project documentation. Decreases in
intangible assets relate to amortisation and write-off of other intangible assets.
41.7% of the total intangible assets in use as at 31 December 2024 have been fully amortised (49.1%
as at 31 December 2023). The percentage is calculated according to the cost of the intangible assets.
No intangible assets are pledged as guarantees for liabilities as at 31 December 2024 and 31
December 2023. The Company also has no commitments under contracts for the purchase of
intangible assets.
Movements in intangible assets
In EUR
2024
Property rights
Assets under
acquisition
TOTAL
ACQUISITION VALUE
Situation at 31 Dec 2023
6,161,514
516,856
6,678,370
Increases
1,172,185
1,172,185
Transfer from assets under acquisition
340,629
-340,629
0
Decreases
811,385
811,385
Situation at 31 Dec 2024
5,690,758
1,348,412
7,039,170
VALUE ADJUSTMENT
Situation at 31 Dec 2023
5,093,263
0
5,093,263
Current year depreciation
348,512
0
348,512
Decreases
811,385
0
811,385
Situation at 31 Dec 2024
4,630,391
0
4,630,391
UNDEPRECIATED VALUE
Situation at 31 Dec 2023
1,068,251
516,856
1,585,106
Situation at 31 Dec 2024
1,060,367
1,348,412
2,408,779

Graphics
202
In EUR
2023
Property rights
Assets under
acquisition
TOTAL
ACQUISITION VALUE
Situation at 31 Dec 2022
5,845,554
270,158
6,115,712
Increases
0
621,559
621,559
Transfer from assets under acquisition
374,861
374,861
0
Decreases
58,901
0
58,901
Situation at 31 Dec 2023
6,161,514
516,856
6,678,370
VALUE ADJUSTMENT
Situation at 31 Dec 2022
4,907,487
0
4,907,487
Current year depreciation
244,677
0
244,677
Decreases
58,901
0
58,901
Situation at 31 Dec 2023
5,093,262
0
5,093,262
UNDEPRECIATED VALUE
Situation at 31 Dec 2022
938,067
270,158
1,208,224
Situation at 31 Dec 2023
1,068,252
516,856
1,585,108
Part of the non-current assets relate to easements with definitive useful lives, which are recorded
under land.
2 Tangible fixed assets
In EUR
Group of tangible fixed assets
for 2024
Acquisition value
Value adjustment
Undepreciated value
31/12/2024
31/12/2023
31/12/2024
31/12/2023
31/12/2024
31/12/2023
Land
10,895,071
10,803,263
1,343,438
1,271,096
9,551,633
9,532,167
Buildings
131,641,160
130,042,752
92,794,543
90,433,245
38,846,617
39,609,507
Equipment
245,772,392
239,932,766
192,899,722
188,822,401
52,872,669
51,110,365
Assets under acquisition
8,731,586
9,603,529
0
0
8,731,586
9,603,529
Advances
1,697,110
0
0
0
1,697,110
0
TOTAL
398,737,319
390,382,311
287,037,703
280,526,742
111,699,615
109,855,569
In EUR
Group of tangible fixed assets
for 2023
Acquisition value
Value adjustment
Undepreciated value
31/12/ 2023
31/12/2022
31/12/2023
31/12/2022
31/12/2023
31/12/2022
Land
10,803,263
10,803,263
1,271,096
1,198,754
9,532,167
9,604,509
Buildings
130,042,752
128,674,115
90,433,245
87,057,629
39,609,507
41,616,487
Equipment
239,932,766
225,138,242
188,822,401
183,644,286
51,110,365
41,493,957
Assets under acquisition
9,603,529
10,276,338
0
0
9,603,529
10,276,338
Advances
0
1,091,727
0
0
0
1,091,727
TOTAL
390,382,311
375,983,686
280,526,742
271,900,668
109,855,569
104,083,017
The Company does not have any assets under finance leases, nor does it have any assets pledged
as collateral for any guarantees as at 31 December 2024 and 31 December 2023.

Graphics
203
Movements in property, plant and equipment
In EUR
2024
Land
Buildings
Production and
other equipment
TOTAL
Assets under
acquisition
Advances
TOTAL
ACQUISITION VALUE
Situation at 31 Dec 2023
9,342,488,39
130,042,752
239,932,767
380,778,782
9,603,529
0
390,382,311
Increases
0
0
0
0
12,946,362
2,289,606
15,235,968
Transfer from ass. under
acq.
91,808
1,637,730
10,969,276
12,698,814
-13,818,305
-592,496
-1,711,988
Decreases
39,322
5,129,650
5,168,973
5,168,973
Situation at 31 Dec 2024
9,434,296,63
131,641,159
245,772,392
388,308,623
8,731,586
1,697,110
398,737,319
VALUE ADJUSTMENT
Situation at 31 Dec 2023
1,271,097
90,433,245
188,822,401
280,526,742
0
0
280,328,028
Depreciation
72,342
3,197,997
9,206,458
12,476,797
0
0
12,476,797
Decreases
0
836,700
5,204,637
6,041,336
0
0
6,026,058
Impairments +/-
0
60,222
258,936
0
0
258,936
Situation at 31 Dec 2024
1,343,439
92,794,543
192,899,722
287,037,704
0
0
287,037,703
UNDEPRECIATED
VALUE
Situation at 31 Dec 2023
9,532,167
39,609,508
51,110,365
100,252,040
9,603,529
0
109,855,569
Situation at 31 Dec 2024
9,551,633
38,846,617
52,872,670
101,270,920
8,731,586
1,697,110
111,699,615
As at 31 December 2024, the Company reviewed the values of the tangible assets and determined
that their present value does not exceed their recoverable amount. In accordance with IAS 36, the
Company has performed an impairment test of the value of non-current assets in 2023 and has
therefore carried out a valuation of the assets with a chartered valuer. As at 31 December 2024, the
Company did not perform an impairment review as the Company did not identify any indicators of
impairment. The valuation as at 31 December 2023 (value in use for financial reporting purposes)
showed that the assets are not overvalued due to inflationary conditions and the general deterioration
of the Company's macroeconomic situation and their replacement value (the purpose of the valuation
was to calculate/establish the replacement value) exceeds their carrying amount. The impairment
test of the non-current assets of the cash-generating unit of Cinkarna Celje, d. d., was performed
due to indications that the asset may be impaired due to the impact of inflation on the economic
environment and the general continuation of the deterioration of the economic conditions. In the
second half of 2023, the Company faced a decline in sales prices and volumes on the market of the
carrier product titanium dioxide, it was confronted with a reduced demand for the carrier product
and, at the same time, with the intrusion of Chinese pigment. Nevertheless, Cinkarna Celje, d. d.,
closed the financial year 2023 with a positive result and achieved a satisfactory operating result
within expectations and in line with the results of its industry competitors.
In 2024, the Company reports an increase in tangible fixed assets as a result of the difference
between the value of the invested assets and the accumulated depreciation. In 2024, the Company
invested EUR 14,302,164 in production modernisation and replacement equipment (EUR 19,825 in
2023). The most important investments are the following: installation of solar power plants (EUR 1
million), which represent sustainable investments related to climate change and the sustainable
operation of the Company, replacement of the pigment spinning press (EUR 1.8 million),
modernisation of the storage and preparation of lime and calcite slurry (EUR 0.9 million), installation
of tank 12.10 C (EUR 0.8 million), replacement of two electrostatic precipitators 27.04 A and B (EUR
0.7 million), upgrading of the storm water drainage system with oil filters (EUR 0.5 million) and
similar investments, together with investments in replacement equipment for the ongoing operation
of the production process.
As at 31 December 2024, the Company has EUR 8,731,586 of investments in progress, mainly related
to the maintenance and modernisation of titanium dioxide production, the key ones being: the

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204
installation of solar power plants (EUR 1 million), the installation of a 12.10.C container (EUR 1.3
million), modernisation of the lime and calcite suspension storage and preparation (EUR 0.9 million),
upgrading of the storm water drainage system with oil filters (EUR 0.8 million), rehabilitation of plot
115/1 relocation of pipelines (EUR 0.8 million), replacement of two electrostatic precipitators 27.04
A and B (EUR 0.6 million), upgrade of the Spekter programme (EUR 0.5 million), optimisation of the
steam system and increase of the sulphuric acid production capacity (EUR 0.3 million) and others.
Cinkarna Celje, d. d., boasts the first commercial "standalone" private 5G network in Slovenia in
2024, which the Company sees as an important step forward in the digital transformation of the
Company.
The network, which is the result of Slovenian development, was set up by Kontron and Telekom
Slovenije, and can also be used for Industrial Internet of Things (IIoT) solutions, such as autonomous
mobile vehicles and sensors for monitoring and control processes. The network will provide the
Company with advanced wireless connectivity within its production sites, including seven
warehouses. With the deployment of the 5G network, the Company no longer has any contractual
obligations other than monthly maintenance costs. The Company also has no contractual
commitments for other tangible fixed assets.
In EUR
2023
Land
Buildings
Production and
other
equipment
TOTAL
Assets under
acquisition
Advances
TOTAL
ACQUISITION VALUE
Situation at 31 Dec 2022
10,803,263
128,674,115
225,138,243
365,200,278
10,276,338
1,091,727
376,568,343
Increases
0
0
0
0
19,203,744
1,741,207
20,944,952
Transfer from assets under
acquisition
0
1,368,637
18,291,937
19,660,574
-19,717,374
-2,832,934
-2,889,734
Decreases
0
3,497,413
3,497,413
159,179
3,656,592
Situation at 31 Dec 2023
10,803,263
130,042,752
239,932,767
380,778,782
9,603,529
0
390,382,311
VALUE ADJUSTMENT
Situation at 31 Dec 2022
1,198,755
87,057,628
183,644,286
271,900,669
0
0
271,900,669
Depreciation
72,342
3,399,172
8,634,426
12,105,939
0
0
12,105,939
Decreases
0
41,862
3,476,856
3,518,718
0
0
3,518,718
Increases
0
0
4,751
4,751
0
0
4,751
Impairments+/-
18,307
15,795
34,102
34,102
Situation at 31 Dec 2023
1,271,097
90,433,245
188,822,401
280,526,743
0
0
280,526,743
UNDEPRECIATED VALUE
Situation at 31 Dec 2022
9,604,508
41,616,487
41,493,957
92,714,952
10,276,338
1,091,727
104,083,017
Situation at 31 Dec 2023
9,532,167
39,609,507
51,110,365
100,252,039
9,603,529
0
109,855,569
Also included in tangible fixed assets is a reported increase in the cost of assets of EUR 2,913,556
(EUR 2,612,708 in 2023) from capitalised own products and services, where the Company provides
its own maintenance services and consumables for the maintenance of capital assets. Within this,
materials, labour and purchase of other assets and directly related overheads were required to realise
the capitalised own effects and are recorded in detail per individual existing fixed assets that were
either repaired or renewed during the year and during the overhauls in 2024. The key investments
made by the in-house maintenance team were: replacement of electrical filters (EUR 1.0 million),
overhaul of press 55 04D (EUR 0.2 million), installation of container 12.10.C (EUR 0.4 million),
replacement of pigment spinning press (EUR 0.2 million) and other investments. The remaining
variance in the value of the works to the total is due to ensuring the smooth running of production
and the rehabilitation of individual existing assets and the overhaul of the sulphuric acid and TiO
2

Graphics
205
plant; the intervention works carried out increased either the efficiency or the lifetime of these assets,
which are important for the ongoing production process of the carrier product.
Land also includes easements amounting to EUR 117,337 (EUR 189,679 in 2023). The easements,
with a final useful life of 20 years or more, relate to the laying and maintenance of pipelines, cables
and water mains and to the need to carry out wet-to-dry gypsum filling works. The increase in the
acquisition cost of land in 2024 from the acquisition of two plots of land for a value of EUR 91,808,
the decrease in land relates to the accrued amortisation of the easements for the financial year 2024
by an amount of EUR 72,342.
No borrowing costs were attributed to property, plant and equipment in 2024. 49.3% of the total
property, plant and equipment in use at 31 December 2024 was fully depreciated (31 December
2023 48.5%). The percentage is calculated on the cost of property, plant and equipment, excluding
land. As at 31 December 2024, the Company has outstanding commitments for the purchase of
tangible fixed assets of EUR 3,342,594 (31 December 2023 EUR 2,247,455).
3 Financial assets at fair value through other comprehensive income
The Company carries investments in shares of Elektro Celje and Elektro Maribor as financial assets
at fair value through other comprehensive income for the purpose of enjoying cash flows from
dividends received and sales of securities. Both equity securities are quoted on the multilateral
trading facility (MFT) SI ENTER (https://sienter.si), which is operated by the Ljubljana Stock
Exchange. Based on the quotation of both equity securities on 31 December 2024, it can be concluded
that both securities have a known market price, which is not indicative of the fair value of these
investments, as the shares have a very low turnover.
The Company reviewed the fair value of the assets and measured the financial assets at fair value
through other comprehensive income based on the return on the shares of the electricity companies
in which the Company has a significant investment and taking into account the PVB of the electricity
industry. Financial assets were reduced (impaired) by fair value revaluations amounting to EUR
271,207 (as at 31 December 2023 - reduction of EUR 415,233) against fair value reserves. In 2024,
the Company received dividends of EUR 6,001 (no dividends in 2023).
In EUR
Group of non-current financial
investments for 2024
Acquisition value
Revaluation
Fair value
31/12/2024
31/12/2023
31/12/2024
31/12/2023
31/12/2024
31/12/2023
Other investments
2,077,692
2,077,692
790,367
519,160
1,287,325
1,558,531
TOTAL
2,077,692
2,077,692
790,367
519,160
1,287,325
1,558,531
The members of the Management Board and Supervisory Board did not receive any long-term loans.
Cinkarna Celje, d. d., has no other subsidiaries or associates and does not deal with any related
parties.

Graphics
206
Movements in non-current investments
Fair value is equal to cost less revaluation.
In EUR
2024
Other financial investments
ACQUISITION VALUE
Situation at 31 Dec 2023
2,077,692
Increases during the year
0
Situation at 31 Dec 2024
2,077,692
REVALUATION
Situation at 31 Dec 2023
519,161
Increases during the year
271,207
Situation at 31 Dec 2024
790,368
FAIR VALUE
Situation at 31 Dec 2023
1,558,532
Situation at 31 Dec 2024
1,287,325
In EUR
2023
Other financial investments
ACQUISITION VALUE
Situation at 31 Dec 2022
2,077,692
Increases during the year
0
Situation at 31 Dec 2023
2,077,692
REVALUATION
Situation at 31 Dec 2022
103,927
Increases during the year
415,233
Situation at 31 Dec 2023
519,161
FAIR VALUE
Situation at 31 Dec 2022
1,973,765
Situation at 31 Dec 2023
1,558,531
4 Other non-current assets
In EUR
Group of other non-current
assets for 2024
Acquisition value
Revaluation
Undepreciated value
31/12/2024
31/12/2023
31/12/2024
31/12/2023
31/12/2024
31/12/2023
Other intangible assets
105,470
84,444
0
0
105,470
84,444
TOTAL
105,470
84,444
0
0
105,470
84,444
In EUR
Group of intangible assets for
2023
Acquisition value
Revaluation
Undepreciated value
31/12/2023
31/12/2022
31/12/2023
31/12/2022
31/12/2023
31/12/2022
Other intangible assets
84,444
68,049
0
0
84,444
68,049
TOTAL
84,444
68,049
0
0
84,444
68,049
Other assets comprise emission allowances, securities and other non-current assets. Other intangible
assets include emission allowances acquired free of charge from the State, which are valued at EUR
1. In 2024, the Company acquired 40,397 allowances (all allowances acquired free of charge from
the State in accordance with the ZVO-1 act). At the beginning of 2024, the Company surrendered
19,371 allowances for CO
2
emissions in 2023 to ARSO. The Company did not sell any surplus
allowances in 2024.
The Company retains ownership of the remaining 105,470 allowances. The market (fair) value of one
allowance as at 31 December 2024 was EUR 65.10 (31 December 2023: EUR 74.62) per allowance
(https://belektron.eu/sl/novice), representing a value of EUR 6,866,097 (31 December 2023: EUR
6,301,211). The Company will submit a portion of these allowances (19,577) to the Ministry of the

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207
Environment, Climate and Energy in April 2025 for the 2024 CO
2
emission figures for the year 2024.
The Company will also submit 3,609 allowances for the purpose of adjusting the 2024 allowance
allocation, as requested by the Ministry of the Environment, Climate and Energy. The Ministry will
initiate ex officio the procedure for issuing a decision on the modification of the allowance allocation
in accordance with Article 194(2) of the ZVO-2 act. The remainder of the allowances represents the
surplus of allowances (Cinkarna Celje, d. d., is a net recipient of allowances).
5 Deferred tax assets and liabilities
In EUR
Description
Receivables
Payables
2024
2023
2024
2023
Situation at 1 January
1,572,841
1,420,921
133,797
194,446
Increase during the year
68,796
369,724
0
0
Decrease during the year
105,017
217,803
59,665
60,649
Total
1,536,620
1,572,842
74,132
133,797
Offsetting
-74,132
133,797
-74,132
133,797
Situation at 31 December
1,462,488
1,439,044
0
0
The decrease in deferred tax assets relates to the use of provisions for: jubilee bonuses and
retirement benefits and environmental and other provisions amounting to EUR 102,501 (in 2023 the
decrease amounts to EUR 217,803) and EUR 2,516 for the repayment/write-off of the established
allowance for receivables. The increase in deferred tax assets relates to half of the provisions made
for environmental purposes amounting to EUR 63,293 (EUR 140,871 in 2023) and EUR 5,503 for the
creation of a valuation allowance on receivables. No deferred tax assets were created in 2024 for
jubilee bonuses and retirement benefits, as their creation is fully tax deductible in 2024, similarly to
2023. The general corporate tax rate as at 31 December 2024 is 22%. As at 31 December 2024, the
Company reduced the deferred tax liabilities arising from the impairment of investments or their fair
value by EUR 59,665, resulting in a deferred tax liability of EUR 74,132 as at 31 December 2024
(EUR 133,797 as at 31 December 2023). The Company tested the recoverability of deferred taxes
by reference to a projection of expected taxable profits for the period 2024 to 2028.
Changes in the balance of deferred tax assets had a negative impact on the income statement of
EUR 36,222 (positive impact of EUR 151,920 in 2023). The balance of deferred tax assets at 31
December is as follows:
In EUR
31/12/2024
31/12/2023
Provisions for environmental purposes
1,328,433
1,290,368
Provisions for post-employment and other long-term benefits
198,190
275,464
Receivables
9,996
7,009
Total
1,536,619
1,572,841
Liabilities for financial assets at fair value through other comprehensive income
-74,132
-133,797
Total deferred tax assets
1,462,488
1,439,044
6 Inventories
In EUR
Group of inventories
31/12/2024
31/12/2023
Realisable value at
31/12/2024
Material
40,009,286
32,611,021
40,009,286
Work in progress
3,407,765
2,469,985
3,407,765
Products
15,354,235
18,434,810
21,794,695
Merchandise
66,785
31,669
66,785
Advances made
131,357
293,996
131,357
Total
58,969,428
53,841,480
65,409,888

Graphics
208
In the financial year 2024, an additional write-down of EUR 14,771 (EUR 1,183,665 in 2023) was
made to the value of inventories of materials and supplies due to the revaluation to net realisable
value, obsolescence and unserviceability of inventories of materials and spare parts. There were no
significant inventory differences identified in 2024 and the previous year.
The valuation allowance for obsolescence and unserviceability of work-in-progress and finished goods
inventories amounted to EUR 8 in the current year (EUR 1,857 in 2023) and the reversal of the
valuation allowance for non-moving inventories amounted to EUR 22,182 in 2024 (EUR 14,828 in
2023). The value of finished goods and work-in-progress inventories decreased by 10% compared
to 2023 due to lower production with increased volume sales of titanium dioxide pigment in 2024.
Inventories are not pledged for guarantees. The net realisable value of inventories as at 31 December
2024 is determined by their sales value less costs to sell and exceeds their carrying amount.
7 Current financial investments
In EUR
Group of current financial
receivables for 2024
Value of investments
Adjustment of investments
Net investments
31/12/2024
31/12/2023
31/12/2024
31/12/2024
31/12/2023
Current financial receivables
treasury bills
47,150,115
38,616,117
0
47,150,115
38,616,117
Fair value of derivatives
64,744
0
0
64,744
0
TOTAL
47,214,859
38,616,117
0
47,214,859
38,616,117
Investments in treasury bills have maturities of between one and twelve months.
8 Current trade receivables
In EUR
Group of current trade receivables
31/12/2024
31/12/2023
Trade receivables
27,100,674
27,437,194
Other receivables
3,142,911
4,107,814
Total
30,243,586
31,545,008
Current trade receivables
In EUR
Group of current
trade receivables
for 2024
Value of receivables
Value adjustment
Net receivables
31/12/2024
31/12/2023
31/12/2024
31/12/2023
31/12/2024
31/12/2023
Buyers in the country
2,157,838
2,841,398
273,233
266,985
1,884,604
2,574,413
Buyers abroad
25,408,800
25,012,549
363,719
394,858
25,045,081
24,617,691
Indirect exporters
170,989
242,410
0
0
170,989
242,410
Receivables on
foreign account
0
2,681
0
0
0
2,681
Total
27,737,626
28,099,037
636,952
661,843
27,100,674
27,437,194
The Company's trade receivables are secured with an external institution as of 1 June 2021 and are
not given as guarantees for liabilities. The amount of unsecured receivables as at 31 December 2024
is EUR 836,098 (currently exceeding the agreed insurance limit with certain customers), and as at
31 December, it is 2023 EUR 2,327,871.
More detailed disclosures related to credit risk are disclosed in Note VIII Financial instruments and
financial risks.

Graphics
209
In EUR
Group of current
trade receivables for
2023
Value of receivables
Value adjustment
Net receivables
31/12/2023
31/12/2022
31/12/2023
31/12/2022
31/12/2023
31/12/2022
Buyers in the country
2,841,398
2,947,578
266,985
266,985
2,574,413
2,680,593
Buyers abroad
25,012,549
19,407,517
394,858
371,794
24,617,691
19,035,723
Indirect exporters
242,410
368,044
0
0
242,410
368,044
Receivables on
foreign account
2,681
2,681
0
0
2,681
2,681
Total
28,099,037
22,725,820
661,843
638,780
27,437,194
22,087,040
Other trade receivables
In EUR
Group of other receivables
31/12/2024
31/12/2023
VAT receivable
2,697,649
2,210,850
Claims for aid received under the ZPGOPEK act*
0
1,521,872
Receivables from State institutions
2,990
77,506
Receivables from employees
6,297
6,771
Other receivables
435,975
290,815
Total
3,142,911
4,107,814
* A more detailed explanation is provided in Section 21 Other operating income.
The Company has no receivables from members of the Management Board and Supervisory Board.
9 Cash and cash equivalents
In EUR
Group of assets
31/12/2024
31/12/2023
Cash in hand
30
30
Cash in accounts
9,218,478
5,687,775
Short-term deposits at call
8,040,374
10,000,000
Foreign currency balances on accounts
472,524
0
Total
17,731,407
15,687,805
Cash is invested with local banks and bears interest at a fixed annual rate.
10 Other current assets
In EUR
Description
31/12/2024
31/12/2023
Prepaid expenses
179,975
142,307
VAT on advances received
2,100
1,681
Other
48,686
65,040
Total
230,760
209,028
11 Capital
In EUR
Capital items
31/12/2024
31/12/2023
Called-up capital
20,229,770
20,229,770
Capital reserves
44,284,976
44,284,976
Statutory reserves
16,931,435
16,931,435
Reserves for own shares
5,646,150
4,814,764
Own (treasury) shares
-5,646,150
-4,814,764
Other profit reserves
108,147,379
102,652,061
Fair value reserve
-1,650,342
-1,242,486
Retained earnings
23,093,258
38,374,703
Total capital
211,036,476
221,230,458

Graphics
210
The Company's share capital consists of 8,079,770 freely transferable bulk shares of the same
class. All of the ordinary shares have the same nominal value and are fully paid up. As at the balance
sheet date of 31 December 2024, the value of the called-up capital amounts to EUR 20,229,770.
The capital reserves may be used under the conditions and for the purposes laid down by law and
amounted to EUR 44,284,976 as at 31 December 2024. They were created by a special regulation in
the course of the ownership transformation of Cinkarna Celje, d. d., and did not change in 2024
compared to 2023.
The statutory reserves amounted to EUR 16,931,435 as at 31 December 2024 and remained
unchanged in 2024.
Treasury shares
On the basis of the resolution of the 28th Ordinary General Meeting of Shareholders of Cinkarna
Celje, d. d., of 19 June 2024, the Management Board of Cinkarna Celje, d. d., was authorised to
acquire its treasury shares. The total holding of all treasury shares may not exceed 10% of the
Company's share capital. The authorisation to acquire treasury shares is valid for a period of 12
months from and including 18 June 2024. Cinkarna Celje, d. d., may acquire treasury shares by
means of transactions concluded on the organised and unorganised securities market, where the
purchase price of the shares may not be lower than EUR 14 per share and not higher than EUR 29
per share.
The Company holds 298,384 treasury shares (3.7% of total shares) as at 31 December 2024. On
the basis of the resolution of the 28th Ordinary General Meeting of Shareholders of Cinkarna Celje,
d. d., of 19 June 2024, the Company acquired 33,734 treasury shares in 2024 with a value of EUR
831,386.
Number of treasury shares
Average market share price
(in EUR)
Value of treasury shares (in
EUR)
Situation as at 31 Dec 2023
264,650
4,814,764
Acquisitions in 2024
33,734
24.65
831,386
Situation as at 31 Dec 2024
298,384
5,646,150
Acquisitions of treasury shares show purchases booked in 2024. The Company did not acquire any
treasury shares in 2023. The completed purchases of own shares in 2024 are shown by day in the
table below.
Date
Number of shares
Average share price in EUR
Value of treasury shares in
EUR
10/07/2024
990
23.02
22,794
11/07/2024
200
23.50
4,700
12/07/2024
1,100
24.00
26,400
15/07/2024
936
24.50
22,932
16/07/2024
810
24.50
19,845
17/07/2024
920
24.70
22,724
18/07/2024
980
24.70
24,206
19/07/2024
717
24.60
17,638
22/07/2024
940
24.70
23,218
23/07/2024
708
24.20
17,134
24/07/2024
930
23.70
22,041
25/07/2024
930
23.70
22,041
26/07/2024
920
23.50
21,620
29/07/2024
930
23.70
22,041

Graphics
211
31/07/2024
910
24.00
21,840
01/08/2024
569
23.80
13,542
02/08/2024
870
23.70
20,619
05/08/2024
910
22.75
20,702
07/08/2024
920
23.42
21,547
08/08/2024
930
23.80
22,134
13/08/2024
630
23.80
14,994
14/08/2024
617
23.60
14,561
19/08/2024
590
23.60
13,924
20/08/2024
550
23.60
12,980
22/08/2024
620
23.70
14,694
26/08/2024
630
23.70
14,931
27/08/2024
630
23.60
14,868
28/08/2024
650
23.90
15,534
29/08/2024
660
24.48
16,156
30/08/2024
890
24.50
21,805
02/09/2024
950
24.70
23,465
03/09/2024
700
25.50
17,850
05/09/2024
49
26.00
1,274
06/09/2024
990
26.10
25,839
10/09/2024
820
26.00
21,320
11/09/2024
1,120
26.10
29,232
13/09/2024
732
26.50
19,398
16/09/2024
1,380
26.60
36,708
17/09/2024
216
26.70
5,767
25/09/2024
900
27.20
24,480
29/11/2024
500
26.59
13,294
04/12/2024
840
27.20
22,848
09/12/2024
950
27.10
25,745
Total purchases in 2024
33,734
24.65
831,386
The reserves for treasury shares as at 31 December 2024 amount to EUR 5,646,150 and have
increased by EUR 831,386 since the last day of the previous year as a result of the purchase of
treasury shares.
Other profit reserves increased by EUR 5,495,319 in 2024 and amount to EUR 108,147,379 as at
31 December 2024 for the following reasons: on the basis of the resolution of the Extraordinary
General Meeting of Shareholders of Cinkarna Celje, d. d., of 13 February 2024, the Company paid
dividends of EUR 3.2/share or EUR 25 million in February from retained earnings generated before
2023 on 23 April 2024. On the basis of the resolution of the 28th Ordinary Annual General Meeting
of Cinkarna Celje, d. d., of 19 June 2024, the Company paid dividends of EUR 0.9/share or EUR 7
million on 28 June 2024 from retained earnings generated before 2023. At the same time, on the
basis of the aforementioned resolution of the General Meeting, the Company transferred EUR 6.3
million of retained earnings to other profit reserves, which will remain permanently in the other profit
reserves on the basis of the above-mentioned resolution.
Fair value reserve
The fair value reserve includes the cost of remeasuring post-employment benefits (actuarial
gains/losses) arising from the change in the present value of the retirement benefit obligation and
the change in the fair value of financial assets.

Graphics
212
In EUR
2024
31/12/2023
Increase
Decrease
31/12/2024
Change in reserves arising from the fair value
measurement of investments
609,446
0
271,207
338,239
Adjustment to deferred tax surplus
133,797
0
-59,665
-74,131
Unrealised actuarial gains/losses
1,718,135
-196,314
0
-1,914,449
Total
1,242,486
-196,314
211,541
-1,650,342
The fair value reserve comprises the cumulative change in the fair value of financial assets and post-
employment benefits. The fair value reserve increased by EUR 196,314 from 2023 due to the
recalculation of post-employment benefits and EUR 271,207 due to the change in fair value of
financial assets, and decreased by deferred tax liabilities of EUR 59,665 to EUR -1,650,342 at the
end of 2024.
In EUR
2023
31/12/2022
Increase
Decrease
31/12/2023
Change in reserves arising from the fair value
measurement of investments
1,024,679
0
415,233
609,446
Adjustment to deferred tax surplus
194,446
0
60,649
133,797
Unrealised actuarial gains/losses
1,639,623
78,512
0
1,718,135
Total
809,390
78,512
354,584
1,242,486
Retained earnings
Retained earnings from previous years, amounting to EUR 38,374,703 at the end of 2023, are
increased in 2024 by the current year's profit of EUR 23,087,250 and reduced by EUR 32,041,992
for dividend payments, and further reduced by the transfer of 50% of the net profit in 2023 to other
reserves, amounting to EUR 6,326,704, and remain there permanently. After all the changes made,
the retained earnings at 31 December 2024 amount to EUR 23,093,258.
Dividend per share
A gross dividend of EUR 4.10/share was paid in 2024. The gross dividend for 2024 is the sum of the
two dividends paid in the year, namely EUR 0.9 gross per share (based on the 28th Ordinary General
Meeting of the Company) and EUR 3.2 gross per share (based on the Extraordinary General Meeting
of the Company).
Basic and diluted earnings per share
In EUR
Items
31/12/2024
31/12/2023
(a) Net profit for the year
23,087,250
12,653,407
(b) Number of shares
8,079,770
8,079,770
(c) Basic earnings per share (a/b)
2.86
1.57
(d) Diluted earnings per share (a/b)
2.86
1.57
Determination of balance sheet profit
In EUR
31/12/2024
31/12/2023
Mandatory use of profits
Net profit
23,087,250
12,653,407
Coverage of losses carried forward
0
0
Creation of statutory reserves
0
0
Profit after statutory application
23,087,250
12,653,407
Other reserves as decided by the Management Board and the Supervisory Board
-6,326,703
Residual profit
23,087,250
6,326,703
Decrease in other profit reserves
0
-7,033,608
Determination of balance sheet profit
Residual profit
23,087,250
6,326,703
Transfer from other profit reserves
0
7,033,608

Graphics
213
31/12/2024
31/12/2023
Profit carried forward
6,007
25,014,392
Balance sheet profit
23,093,258
38,374,703
Note: Use not yet defined, to be determined
12 Provisions for employee benefits
The Company recognises a provision for gratuities and retirement benefits made in accordance with
the provisions of IAS 19 as amended. The actuarial calculation is made using the book-entry method
and was performed by an external chartered actuary. The assumptions used were: company salary
growth of 3.0% (4.0% in 2023), discount rate of 3.52% per annum (discount rate of 3.51% in 2023),
retirement conditions, mortality tables of the Slovenian population in 2007, and turnover of the
Company's employees in 2024 (the assumptions used are the same in 2024 as in 2023).
In EUR
Post-employment benefits of employees for 2024
31/12/2024
31/12/2023
Provisions for retirement bonuses
2,947,434
3,101,653
Provisions for jubilee awards
801,288
741,870
Total
3,748,722
3,843,523
In EUR
Post-employment benefits of
employees for 2024
31/12/2023
Formation
Intended use
Release
31/12/2024
Provisions for retirement
bonuses
3,101,653
429,872
584,091
0
2,947,434
Provisions for jubilee awards
741,870
177,815
118,397
0
801,288
Total
3,843,523
607,687
702,487
0
3,748,722
In EUR
Post-employment benefits of employees
2024
2023
Situation at 1 January
3,843,523
3,651,696
Ongoing service costs
220,060
197,808
Interest expenses
119,324
142,856
Utilisation of provisions for benefits
-549,817
406,580
Staff departures (termination)
-152,670
139,538
Actuarial deficit/surplus
268,303
397,281
Situation at 31 December
3,748,722
3,843,523
In EUR
Post-employment benefits of
employees for 2023
31/12/2022
Formation
Intended use
Release
31/12/2023
Provisions for retirement bonuses
3,204,640
342,712
327,271
118,427
3,101,653
Provisions for jubilee awards
447,056
395,233
79,308
21,111
741,870
Total
3,651,696
737,945
406,580
139,538
3,843,523
Sensitivity analysis
In EUR
In EUR
Sensitivity analysis 31 Dec 2023
Discount rate
Wage growth
Change in
percentage points
percentage points
Change by
+0.5
0.5
+0.5
0.5
Impact on the balance of liabilities
128,719
+138,788
+138,748
129,886
Sensitivity analysis 31 Dec 2024
Discount rate
Wage growth
Change in
percentage points
percentage points
Change by
+0.5
0.5
+0.5
0.5
Impact on the balance of liabilities
-135,703
-146,577
146,759
-137,137

Graphics
214
13 Other provisions
Other provisions as at 31 December 2024 represent environmental provisions.
Movement in provisions
In EUR
Provisions 2024
31/12/2023
Formation
Intended use
Release
31/12/2024
Environmental provisions
14,233,199
575,819
506,748
0
14,302,271
Total
14,233,199
575,819
506,748
0
14,302,271
In EUR
Provisions 2023
31/12/2022
Formation
Intended use
Release
31/12/2023
Environmental provisions
14,816,968
851,245
635,015
800,000
14,233,199
Total
14,816,968
851,245
635,015
800,000
14,233,199
Environmental provisions
For environmental provisions, the primary consideration is whether there is a legal or other basis for
recognising them as a result of past events, and an assessment of any changes in circumstances in
the current year that may affect the preparation of the accounting estimate. Long-term provisions
were reviewed with the assistance of external experts as at 31 December 2024 due to general
inflation, additional works and new circumstances in 2024 (additional landslide) for their
release/formation. All the necessary rehabilitation activities were verified, with the help of various
spot measurements of the terrain and the identification of the appropriate activities and their
evaluation by external geological specialists. Taking into account inflation (based on consumer price
inflation and UMAR estimates for the period 2025-2029), as well as the best estimate of the timing
of the implementation of the activities, which served as the basis for the discounting, the provisions
were discounted to their present value with an average discount factor of 2.18, based on the yield
of a 10-year Slovenian bond maturing in the period 2025-2029. Additional creep remediation works
are estimated by experts to be carried out in the period 2025-2026, and ONOB remediation in the
period 2025-2029.
The reasons for the release and additional provisioning are set out below, as well as the reasons for
maintaining the provisioning where it is more likely than not that there will be potential outflows in
the future.
I. The provision for the Titanium Dioxide Environmental Investment (change in the method of
disposal of neutralisate) was originally created in June 1994 in the course of the ownership
transformation process. The revalued amount as at 31 December 2006 was EUR 8.7 million,
representing 47% of the invested assets. The value of the provision is reduced annually by
the same percentage of the value of the accumulated depreciation of the invested assets.
The balance of the reserved assets at the end of 2024 amounts to EUR 1,966,691 and at the
end of 2023 to EUR 2,243,664.
II. Provisions were originally made in 2011 for the rehabilitation of the high embankment barrier
at the Za Travnikom Waste Disposal Facility (NOOZ ZT). At that time, the amount was based
on the estimated cost of the rehabilitation of the barrier at the Bukovžlak Non-hazardous
Waste Disposal Facility (ONOB). Following the establishment of the provision, some urgent
measures were carried out in the previous years (dewatering of the backwaters on the
eastern flank - Phase I, construction of a reinforcement embankment on the second berm of
the barrier), and in the following years, mainly the expansion and renewal of the network of
piezometers for technical observation and the drilling of some exploratory boreholes. Based
on the results of the observation boreholes, the condition of the barrier body was found to
be better than estimated at the time of the provisioning, and in 2018, based on the designer's

Graphics
215
assessment, we reduced the amount of the provisioning to EUR 450,000. In the following
years, we implemented the necessary measures. As a result, at the end of 2021, the value
of the unspent assets amounted to EUR 373,300. The surveys carried out in 2022 and the
periodic technical observation showed that two additional measures were needed: drainage
on the eastern side of the barrier and drainage reinforcement on the western side of the
barrier. Therefore, based on a rough estimate of the cost of the necessary works, the
provision was increased by EUR 579,782. As a result, the balance of the provision on 31
December 2022 was EUR 888,133. In 2023, a landslide occurred during heavy rainfall at the
beginning of August directly below the barrier body. At the end of 2023, an additional
provision was made based on the resources needed to remediate the landslide and taking
into account discount factors based on the expected timeframe for the completion of all
planned remediation works at the NOOZ ZT. The total amount of the resources reserved as
at 31 December 2023 was therefore EUR 1,637,234. In 2024, due to complications in the
administrative procedures for the relocation of the electricity cable crossing the landslide
area, we did not carry out the planned landslide rehabilitation operation, but only the
installation of additional drainage reefs on the E part of the barrier body. In the absence of
the planned rehabilitation works, the landslide area was enlarged in 2024. Due to the
additional consequences of the landslide (Report 'Proposal for the completion of drainage and
replacement of the existing drainage on the W side of the Za Travnikom barrier from profile
Pr4 to PO1' by the Faculty of Civil Engineering and Geodesy), the recalculation of the works
with inflation and discount factors, the estimated amount of the works is EUR 513,254. Taking
into account the rehabilitation work already carried out in 2024 (EUR 213,040), the provision
was increased by EUR 300,215. Taking this into account, the balance of the provision as at
31 December 2024 is EUR 1,937,448 (end of 2023: EUR 1,637,234). In order to get a better
idea of the reason for the periodic restatement of the long-term provision, the following
explanations are given. It is a fact that the barriers at Za Travnikom and Bukovžlak are
constructed as earthen barriers, built of different materials in their composition, which partly
represent old burdens. They hold back and contain millions of tonnes of material, making
removal physically impossible. The barriers are exposed to natural phenomena (precipitation,
drainage, underground water flows, etc.) and are constantly tending towards entropy. As a
diligent and legally obliged operator, we carry out regular technical observation and all the
required monitoring. We react to the findings by taking the measures deemed necessary by
the experts to prevent the risk of harmful emissions or damage from materialising. In addition
to its own employees, Cinkarna Celje, d. d., has set up a permanent project team, which
includes experts from the Department of Geotechnics (KGT) at the Faculty of Civil
Engineering and Geodesy of the University of Ljubljana and the design company Hydrosvet
d.o.o. The project team meets on a regular basis to review the agreed work and to discuss
any new developments. The expert findings form the basis for assessing the adequacy of the
provisions made.
III. For the rehabilitation of the Bukovžlak non-hazardous waste landfill (ONOB), a long-term
provision of EUR 5 million was originally made in 2011 on the basis of a rough estimate. In
2017, at the time of the project preparation, the need for an additional provision of EUR 1
million became apparent. At that time, the specific implementation technique required was
already known, as were the installation materials. The balance at the end of 2019, after
partial utilisation, was EUR 4.5 million. Investigations into the impact of contamination due
to embedded old burdens (CDM Smith, KGT) showed the need for a sealing curtain on the
north-east side of the ONOB barrier and the rehabilitation of the C1 drainage under the high
embankment of the Bukovžlak barrier. In 2023, the designer was asked to revise the estimate
as at 31 December 2022, covering the necessary additions and subtractions to the
implemented facility, design supervision, geodetic monitoring, necessary measurements and
quality control of the installed materials. At the same time, the designer estimated the
timeframe for completion of all the works, and a correction for expected inflation was taken

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216
into account accordingly. A similar exercise was carried out for 2024. In 2024, we spent EUR
7,079 for rehabilitation purposes and also increased the provision by EUR 55,813, mainly due
to the need to recalculate with inflation and the discount factor in view of the timing of the
rehabilitation procedures. Together with the facilities Drainage C1 and the Sealing Curtain,
the amount of funds still needed for the rehabilitation of the ONOB is therefore EUR 8,586,266
(end of 2023: EUR 8,537,531). The implementation of Drainage C1 together with the Sealing
Curtain will be mainly carried out in 2025 and 2026, while the implementation of the project
for the reconstruction of the closed ONOB will be carried out in the years 2027 to 2029.
IV. The results of regular technical monitoring of the high Bukovžlak barrier showed a trend of
deteriorating safety on the eastern flank of the barrier. As in the case already described in
point II, the earthen barrier responds to the effects of natural phenomena. In order to avoid
a critical deterioration of the safety situation, the designer foresaw two parallel interventions
in 2017 - rehabilitation of the eastern flank and preparation of the embankment in the
reservoir to start lowering the water level. The estimated cost amounted to EUR 3,032,000,
for which a long-term provision was made as at 31 December 2017. The monitoring of the
barrier in 2021 showed the occurrence of a weak point in the W part. The envisaged solution
consisted of draining the overflow from this part of the barrier and constructing a
reinforcement embankment, for which we made an additional provision of EUR 800,000. By
2022, on the basis of further work and an expert assessment of the situation, we envisaged
a different way of lowering the reservoir level, namely by lowering the spillway structure,
which is a cheaper and simpler solution than building an embankment. This fact was taken
into account by the designer in the revision of the assessment as of 31 December 2023,
where the designer also took into account the conclusion of the experts of FGG Ljubljana
(Expert opinion on the condition of the western flank of the Bukovžlak Barrier with a proposal
for rehabilitation, UL FGG KGT, Report E-13-23, June 2023) that special measures for the
drainage of significant waters from the western flank of the Bukovžlak Barrier are not
necessary in the form as originally conceived. Instead, the westernmost shaft (JC1) of the
envisaged C1 drainage was designed as a grit pit, which will facilitate the cleaning of the
drainage system. Accordingly, we were able to release the funds foreseen for this intervention
(EUR 800,000). The audit as at 31 December 2023 also covered the necessary additions for
design supervision, surveying, measurements, and quality control of the installed materials.
At the same time, the designer estimated the timeframe for completion of all the works and
took into account the correction for expected inflation accordingly. At the end of 2024, the
designer's estimate of the works required has not changed. Only a recalculation was made
taking into account inflation and a discount factor (EUR 6,320) which, together with the EUR
9,226 in utilisations as at 31 December 2024, gives a provision of EUR 1,811,865 (as at 31
December 2023 the balance was EUR 1,814,771).
The Management Board of the Company has received sufficient information on the changed
circumstances and the uncertainties related to the assumptions used, where there are still some
uncertainties that may lead to future changes in the amounts formed, as in all cases these are
estimates. The estimates are based on the analysis and opinions of experts in the field. The provisions
made are sufficient, but may change in the future due to the structure of the land, the consumption
of materials, which may be subject to loosening, or other commitments. At present, there is no need
to change the level of the provisions made at 31 December 2024, for which we estimate that there
is more than a 50% probability of future outflows.

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217
In EUR
Environmental provisions 2024
Situation at
31/12/2023
Intended use plan
2024
Formation 2024
Utilisation 2024
Situation at 31/12/2024
Provisions for the Za Travnikom landfill
1,637,234
1,400,000
513,254
213,040
1,937,448
Provisions for the Bukovžlak landfill
(ONOB)
8,537,531
2,000,000
55,813
7,079
8,586,266
Provision for the Bukovžlak high
embankment barrier
1,814,771
75,000
6,320
9,226
1,811,865
Environmental provision - investment in
TiO
2
production
2,243,663
430,000
431
277,403
1,966,691
Total
14,233,199
3,905,000
575,819
506,748
14,302,270
Given that the provisions under items II-IV were revised, reassessed at the end of 2023 and as at
the end of the year by external experts on the timing of their implementation, due to the increase in
the price of specific services and materials and new circumstances such as the landslide caused by
the heavy rains in August, the Management Board considers that the level of the provisions is
appropriate.
The utilisation of provisions in 2024 is represented by the contractors' costs for the work carried out
amounting to EUR 229,344 and the accrued depreciation of EUR 320, which are charged directly to
the provisions made (items II, III and IV of the environmental provisions), and the accrued
depreciation of the invested assets amounting to EUR 277,083 (item I of the environmental
provisions). There was no release of provisions in 2024 (in 2023 we released EUR 800,000 of
provisions relating to a part of the work estimated in the past but no longer needed in the future).
The additional provisioning of EUR 575,819 (taking into account the assumed inflation and discount
factor) relates to the re-verification of the provisioning balance with the documentation of the
external contractor Hidrosvet. The external contractors estimate a completion time of 3 to 5 years.
While the timetable for the works is predetermined, the actual execution of the works is subject to
change due to unforeseen events or factors.
In EUR
Environmental provisions 2023
Situation at
31/12/2022
Intended use plan
2023
Formation 2023
Utilisation 2023
Release
2023
Situation at
31/12/2023
Provisions for the Za Travnikom landfill
888,133
250,000
792,894
43,794
0
1,637,234
Provisions for the Bukovžlak landfill
(ONOB)
8,541,868
1,500,000
117,418
121,755
0
8,537,531
Provision for the Bukovžlak high
embankment barrier
2,712,809
250,000
-59,067
38,971
800,000
1,814,771
Environmental provision - investment in
TiO
2
production
2,674,157
0
0
430,494
0
2,243,663
Total
14,816,968
2,000,000
851,246
635,015
800,000
14,233,199
The utilisation of provisions in 2023 is represented by the contractors' costs for the work carried out
amounting to EUR 204,200 and the accrued depreciation of EUR 320, which are charged directly to
the provisions made (items II, III and IV of the environmental provisions), and to the accrued
depreciation of the invested assets amounting to EUR 430,494 (item I of the environmental
provisions). The release of EUR 800,000 relates to a part of the work estimated in the past and no
longer needed in the future, for which the provisioning made in the past is being released. An
additional provisioning of EUR 851,246 (taking into account expected inflation) relates to the re-
verification of the provisioning balance with documentation from the external contractor Hidrosvet.
The external contractors estimate completion of the works within 3 to 4 years. While the timetable
for the works is fixed in advance, the actual execution of the works is subject to change due to
unforeseen events or factors.
14 Non-current deferred income
In 2007, the Company obtained Decision No PIZ-06/0245 to be exempted from paying pension and
invalidity insurance contributions under Article 74 of the Act on Employment Rehabilitation and

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218
Employment of Disabled Persons. In 2023, we fully earmarked the ceded contributions and bonuses
of the period to cover the wage costs of disabled persons.
In EUR
Deferred income
31/12/2024
31/12/2023
Deferred contributions for employment of people with disabilities
0
780
Non-current deferred income for equipment
0
1,345
Funds received from EU funds
35,341
105,499
Emission allowances
78,675
65,120
Subsidies for photovoltaics*
759,563
594,670
Total
873,579
767,414
* In 2024, the Company received subsidies of EUR 164,893 (in 2023 it received EUR 431,931) for
the solar power plants installed, representing 20% of the PV investment. The funds received will be
used in accordance with the depreciation calculated for each individual solar plant over its useful life.
In EUR
Deferred income 2024
31/12/2023
Formation
Dedicated use
31/12/2024
Deferred contributions for employment of people with
disabilities
780
9,983
10,763
0
Long-term deferred income for equipment
1,345
0
1,345
0
Funds received from EU funds
105,499
0
27,836
77,662
Emission allowances
65,120
40,397
26,842
78,675
Subsidies for photovoltaics
594,670
164,893
42,322
717,242
Total
767,414
215,273
109,108
873,579
In EUR
Deferred income 2023
31/12/2022
Formation
Dedicated use
31/12/2023
Deferred contributions for employment of people with
disabilities
1,947
31,339
32,505
780
Long-term deferred income for equipment
1,345
0
0
1,345
Funds received from EU funds
133,335
0
27,836
105,500
Emission allowances
44,047
40,397
19,324
65,120
Subsidies for photovoltaics
173,367
431,931
10,627
594,670
Equipment and vehicles acquired free of charge
9,013
0
9,013
0
Total
363,054
503,667
99,306
767,414
15 Current financial liabilities
In EUR
Group of liabilities
31/12/2024
31/12/2023
Current financial liabilities accruals, cessions
29,915
100,651
Current derivative liabilities futures
0
3,041
Total
29,915
103,692
Movement in financing liabilities in 2024
In EUR
Situation at
31/12/2023
Monetary changes
Non-monetary changes
Situation at
31/12/2024
Acquisitions/disposals
Dividends
0
-32,041,992
32,041,992
0
Assignments, cessions,
interest, forwards
103,692
-73,777
0
29,915
Interest
0
-4,114
4,114
0
Treasury shares
-831,386
831,386
0
Total
103,692
-32,951,269
32,877,492
29,915

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219
Movement in financing liabilities in 2023
In EUR
Situation at
31/12/2022
Monetary changes
Non-monetary changes
Situation at
31/12/2023
Acquisitions/disposals
Assignments, cessions,
interest, forwards
59,392
44,300
0
103,692
Interest
0
887
887
0
Total
59,392
43,413
887
103,692
16 Current trade payables
In EUR
Trade payables
31/12/2024
31/12/2023
Payables to suppliers
30,982,718
14,656,554
Other liabilities
5,141,818
3,873,796
Total
36,124,537
18,530,350
In EUR
Group of liabilities
31/12/2024
31/12/2023
Current payables to in-country suppliers
13,112,651
12,215,153
Current payables to suppliers abroad
17,830,038
2,435,198
Current payables for unbilled goods and services
40,029
6,203
Current payables against advances
749,351
407,334
Current payables to employees
2,508,986
2,059,725
Current payables for payer's contributions
1,288,315
1,005,215
Current payables to government and other institutions
559,614
389,631
Other current liabilities
35,555
11,891
Total
36,124,537
18,530,350
17 Current liabilities under contracts with customers
Commitments under contracts with customers arose from contractual commitments to customers for
discounts or volume rebates.
In EUR
Liabilities under contracts with customers
31/12/2024
31/12/2023
Liabilities under contracts with customers
0
11,351
Total
0
11,351
18 Other current liabilities
Under other current liabilities, the Company recognises current deferred charges or expenses and
VAT on advances.
In EUR
Description
31/12/2024
31/12/2023
Accrued unused annual leave
851,641
914,887
Accrued costs
277,173
260,042
VAT on advances made
2,100
16,627
European funding received
86,180
0
Other
1,656
4,118
Total
1,218,750
1,195,674
19 Contingent liabilities and commitments
In EUR
Description
31/12/2024
31/12/2023
Guarantees given
2,131,657
2,202,183
Forward transactions*
3,966,896
1,867,592
VISA and Mastercard payment cards
60,000
40,000
Material in finishing and processing
59,726
59,726
Total
6,218,279
4,169,501

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220
*The transaction value is the contractual value of the transaction and fair value measurement is
recognised in the financial receivables and/or financial liabilities accounts (Note E. Financial
Instruments).
The guarantees given represent a liability to Nova kreditna banka Maribor d.d. and UniCredit Bank
d.d., amounting to EUR 2,131,657 in respect of customs and excise duties (EUR 1,030,000), and a
performance guarantee for ARSO's contractual obligations amounting to EUR 1,101,657.
20 Revenue from contracts with customers
Revenue from contracts with customers consists of the sales values of products, merchandise,
materials and services sold during the accounting period. A breakdown of net sales revenue by
business and geographical segment is shown below.
In EUR
2024
2023
Net revenue from contracts with customers for products and services
199,950,152
175,954,207
Net revenue from contracts with customers for goods and materials
335,261
510,082
Total
200,285,413
176,464,289
21 Other operating income
In EUR
Income
2024
2023
Provision reversal income/amortisation of assets acquired free of charge
512,229
510,795
Gains on sales and write-downs of assets
15,038
60,045
Revenue from reimbursement claims for salary compensation (amended
legislation as from 1 Jan 2024)
817,575
0
Recovered written-off receivables
1,983
2,011
Compensation received
764,430
27,562
Allowance to cover indirect costs due to the cost of greenhouse gas emissions
in the previous year
297,966
277,257
Release of long-term provisions*
0
939,538
Subsidies to mitigate the increase in energy prices ZPGOPEK**
0
7,609,359
Income from previous years
174,611
0
Other operating income
36,877
28,634
Total
2,620,709
9,455,201
* The amount of EUR 800,000 relates to the reversal of environmental provisions, as the Company's
management assessed, based on evidence and re-examination, that there were grounds to reverse
them and transfer them to income in 2023 (see Note 13 Other provisions).
In EUR
Income
2024
2023
Reversal/release of environmental provisions
0
800,000
Reversal/release of provisions for jubilee and retirement bonuses
0
139,538
Total
0
939,538
** Cinkarna Celje, d. d., received EUR 6,087,487 in subsidy income in 2023 on the basis of an
application under the Energy Crisis Mitigation Act (ZPGOPEK), which is included in operating income
on the basis of the transfers received (80% of the amount reported in the application), which was
considered to be an appropriate amount to include in operating income. At the time of the application,
the Company was entitled to EUR 7,609,359 in subsidies, i.e. the amount of EUR 1,521,872 had not
yet been received at that time. The Company recalculated the eligible amount of aid with all known
realised and available data and expected, or had a very high degree of certainty, that the Company

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221
would receive the remaining subsidy amount in 2024. Thus, the Company recorded the remaining
EUR 1,521,872 as operating income and established a receivable from the State.
Cinkana Celje d.d. received the remaining amount of EUR 1,489,150 from the State in August 2024,
more precisely on 30 August 2024, thus justifying the calculated estimated income and receivables
from the aid received under the ZPGOPEK act. The resulting difference between the accrued income
and the actual disbursement of EUR 32,722 was recorded by the Company as other operating
expenses in 2024.
22 Operating expenses
Operating expenses
In EUR
2024
2023
Cost of materials and goods sold
100,483
296,838
Cost of materials
110,211,321
106,375,957
Cost of services
17,233,265
16,047,941
Labour costs
33,774,717
30,656,494
Depreciation
12,900,809
12,355,367
Other operating expenses*
3,250,896
3,909,344
Impairments and write-offs of trade receivables
0
25,096
Total
177,471,492
169,667,037
* Other operating expenses include the cost of making long-term environmental provisions of EUR
575,387 (EUR 851,246 in 2023), as the Company's management has assessed, based on evidence
and re-examination, that there are grounds to make additional provisions in 2024 (see Note 13
Other provisions).
Research and development costs amount to EUR 112,021 in 2024 and EUR 270,387 in 2023.
Depreciation and amortisation
The Company depreciates fixed assets on a straight-line basis over the expected useful life of each
fixed asset. Depreciation is charged to the cost of each fixed asset.
In EUR
Description
2024
2023
Depreciation
Intangible assets
348,512
244,677
Easements
72,342
72,342
Buildings
3,197,997
3,399,172
Production equipment
9,280,386
8,634,426
Other equipment
1,572
4,751
TOTAL
12,900,809
12,355,367
Labour costs
In EUR
Labour costs
2024
2023
Wages and reimbursements
24,918,269
22,408,797
Social security contributions
4,222,816
3,706,668
Expenses reimbursements and other employee benefits
4,184,254
4,121,862
Supplementary pension insurance
449,378
419,167
Total
33,774,717
30,656,494

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222
Labour costs include accrued liabilities to employees under the Company's collective agreement and
under employees' individual contracts, payments for allowances for special working conditions, and
reimbursements of work-related expenses in accordance with the collective agreement. Work-related
reimbursements do not include food costs to the extent that they relate to the cost of preparing food
in the Company's own kitchen. These costs amount to EUR 1,094,701 in 2024 (EUR 1,037,076 in
2023). The costs are shown according to their substance and purpose, i.e. between the costs of
materials and services consumed, labour costs, depreciation (amortisation) and other operating
expenses. The Company has accounted for unused annual leave entitlement in accordance with IAS
19. The Company is registered in the register of pension plans as an employer sponsoring a pension
plan designated PNMZ K, which is implemented by an open-ended pension fund with the
administrator Modra zavarovalnica. In 2024, the Company allocated EUR 449,378 (2023: EUR
419,167) to the supplementary pension scheme.
As at 31 December 2024, the Company employed 718 people. The average number of employees
was 725 and the average number of employees on the basis of accrued hours was 689.
The Company also incurred costs for services not treated as labour costs in 2024 in relation to labour
placement agencies under placement contracts amounting to EUR 1,105,456 (2023: EUR 729,906).
33.8 employees were employed (2023: 25.3), taking into account the number of hours worked under
these contracts.
Other operating expenses
In EUR
Other operating expenses
2024
2023
Provisioning for the environment
575,819
851,245
Environmental fees and refunds
316,868
427,275
Awards to students and trainees
268,918
247,804
Building land use allowance
1,001,551
565,939
Revaluation of stocks of materials and goods*
14,771
1,182,665
Loss on sale (disposal) of fixed assets
692,685
234,944
Other costs and expenses
380,285
399,472
Total
3,250,896
3,909,344
*On 5 August 2023, Slovenia was struck by floods, which affected the Savinjska region, where our
Kemija Mozirje business unit operates. Finished products, raw materials and production materials
were flooded. Write-downs and impairments of flooded materials amount to EUR 304,726.
The audit of the financial statements of Cinkarna Celje, d. d., for the year 2024 was carried out by
Ernst & Young Revizija d.o.o. The contract value for the agreed audit services amounted to EUR
31,050, plus VAT and travel expenses. Ernst & Young also carried out the audit of the verification of
the electronic format of the 2024-ESEF accounts (EUR 2,400), the audit of the Remuneration Report
2024 (EUR 3,550) and the audit of the sustainability reporting for the 2024 financial year (EUR
36,000) in 2025.
Other expenses mainly represent losses on the settlement of reported claims and compensation paid
to individuals.

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223
23 Financial income and expenses
In EUR
2024
2023
Net exchange differences
253,877
105,125
Interest income
1,726,439
1,121,471
Dividend income
6,011
0
Total financial income
1,986,327
1,226,596
Interest expense
-4,114
887
Interest on provisions for retirement benefits and jubilee bonuses
-119,324
142,856
Total financial expenses
-123,439
143,743
Net financial result
1,862,888
1,082,853
Financial income consists of interest received on investments and receivables, income from long-
term investments and foreign exchange gains on operating and financing activities. Financial
expenses represent the accrued liabilities for the year on non-current and current financial and
operating liabilities and foreign exchange losses arising on operating and financing activities (forward
foreign exchange purchases and sales).
24 Corporate income tax
The corporate income tax return is made in accordance with the corporate income tax return
regulations at a rate of 22% of the tax base, which has increased by 3% compared to the previous
year (the tax rate for 2023 was 19.1%). The tax base in 2024 is reduced by allowances for
investments in equipment, investments in research and development, employment of disabled
persons, voluntary supplementary pension insurance, and donations.
In EUR
2024
2023
Tax levied
6,275,969
2,623,064
Total income tax
6,275,969
2,623,064
Change in tax base due to change to a new method of accounting,
changes in accounting policies, corrections of errors and revaluations
-43,189
14,917
Tax on increase in expenses
-18,190
228,698
Tax on unrecognised expenses
451,191
250,063
Tax on tax credits
-1,198,883
1,463,776
Tax on income reducing the tax base and other
-27,016
13,541
Total income tax
5,439,882
1,152,196
Effective tax rate
19.1%
8.3%
The effective tax rate, calculated as the ratio of tax expense to accounting profit, is 19.1% in 2024
and 8.3% in 2023. The changes in deferred taxes in 2024 relate to additional provisioning/utilisation
of environmental provisions, jubilee bonuses and retirement benefits.
The Company recorded a decrease in deferred tax assets arising from temporary differences. The
decrease in 2024 relates to the difference between the following items:
In EUR
Description
2024
2023
Consumption of provisions
-102,501
217,804
Reversal of valuation allowances on receivables
-2,516
0
Conversion/corporate income tax rate (19 > 22)
0
228,853
Provisions made
63,293
140,871
Value adjustment on receivables (investments)
5,503
0
Total
-36,222
151,920

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224
25 Impact of climate change on the financial statements
Cinkarna Celje, d. d., discloses the effects of climate change and the transition to sustainable and
peaceful change in its 2024 financial statements, with particular emphasis on the discussion of
management's estimates and significant judgements in accordance with IAS 1 (IAS 1 requires
disclosure of information about assumptions and other key sources of estimation uncertainty at the
end of the reporting period that have a significant risk of causing an adjustment to the carrying
amounts of assets and liabilities).
The transition to net zero (Green Deal) is underway worldwide, where decarbonisation processes and
the electrification of the global economy are key to avoiding the serious consequences of a
temperature increase of more than 1.5 °C.
Verification of assets
As described in Note 2 Tangible fixed assets, the cash flow projections on a cash-generating unit
basis used in the impairment tests for non-current assets are based on the best available forward-
looking information and reflect the Company's 2024-2028 investment plans to maintain its business
capacity, prepared based on a range of economic conditions that could exist in the near future in
relation to climate change and energy transition. The projections took into account expected
electricity price effects resulting from the start-up of photovoltaics and new renewable generation
installations, the evolution of gas, oil and emission allowance prices, and expected demand.
Transition risk GHG emissions
Cinkarna Celje, d. d.'s measures to limit the impacts of transition risk include (described in more
detail in the business section of the annual report):
Scope 1 emissions reduction (from CO
2
emissions): the Company's innovation capacity and
technological know-how enable it to offer cleaner and more sustainable solutions to reduce
its industrial emissions. The Company focuses on technologies for climate solutions and the
energy transition;
Scope 2 reduction mainly through the use of electricity from renewable sources: the
installation of solar power plants will reduce Scope 2 emissions. Investments in renewable
technology amounted to EUR 0.9 million in 2024 (EUR 3.2 million in 2023), which will ease
the transition as the emission reductions will be managed by renewable energy from own
solar power plants (current self-supply represents 6% of total energy use, target is 10% by
2030).
Emission allowances for CO
2
emissions under the EU Emissions Trading Scheme (EU ETS) are
reflected in the balance sheet at their carrying cost of EUR 1 and are valued under other non-current
assets (Note 4 - Other non-current assets). Accrued liabilities for CO
2
emissions required to cover
emissions to date are also valued at EUR 1. The allowances are acquired by the government to cover
own emissions and can be retained to cover emissions in future years. The allowances acquired
exceed their surrender, which will be realised until the end of 2025. A decision has been issued for
the acquisition of free allowances for the period 2021-2025, which has granted the company a total
free quantity of 201,985 emission allowances (see table below). The share of free allowances
(quotas) is expected to decrease in the future.

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225
Table: Emission allowance balances by year
2021
2022
2023
2024
2025
Situation as at 1 January
25,629
53,028
68,049
84,444
105,470
Acquisition (current decision)
40,399
40,397
40,397
40,397
40,397
Surrender/Sale*
13,000
25,376
24,002
19,371
25,000*
Situation as at 31 December
53,028
68,049
84,444
105,470
120,867
* Estimate
From 2026 to 2030, there will be a new calculation for a new period. It is estimated that (assuming
the same production and consumption of heat and fuel) we will receive about 40,000 of them for
2026 and beyond. This value will decrease by 4% each year until 2030, according to the information
currently available.
Assets and climate risks
The Company's main assets affecting its CO
2
footprint are those used for the production of its core
business (see Section 2 Property, plant and equipment). Assets are depreciated over their useful
lives, limiting the risk of impairment. For decarbonisation of existing production units, the following
solutions will only be implemented in the coming years (2024-2028): the use of low-emission
automotive assets, battery storage and electric motors. As these assets are not yet electrified, we
need to make the transition investments identified in the Company's 2024-2028 strategy, which
amount to EUR 40 million.
An impairment test of the recoverable amount as at 31 December 2023 and an assessment of
impairment indicators as at 31 December 2024 was performed (see Note 2 Tangible assets). This
reassessment did not result in any impairment of the assets. The Company's main tangible assets
exposed to climate change and energy transition risk are:
motorised vehicles,
generating electricity from own solar power plants,
replacing existing electric motors.
In 2024, the Company purchased 5 e-drive vehicles (worth EUR 146,200) and 5 e-drive forklifts
(worth EUR 166,205), but has not yet purchased a battery storage (foreseen in the 2024-2028
strategy). The motor-driven vehicles, electric motors and other equipment to be replaced, including
all other assets, are mostly depreciated as at 31 December 2024 or will be fully depreciated and
without present value at the time of their replacement due to the Green Transition. Similarly, any
further replacements will have no impact on the write-down of present value or the implementation
of impairment, as those assets that no longer have present value and are obsolete will be replaced.
Thus, manufacturing or other equipment will not be replaced due to climate change, or will be
replaced with environmentally friendly equipment when the asset already replaced is depreciated, so
there will be no impact on the financial statements in the short or long term from write-downs of the
present value of these written-down assets.
Renewable energy assets photovoltaics
As at 31 December 2024, the carrying amount of these fixed assets was EUR 3.9 million (EUR 4.2
million as at 31 December 2023). The main perceived risk is the potential negative future
development of solar resources, which are key variables in the success of this business sector. The
Company considers that the opportunities arising from the decarbonisation of the global economy
(growth of renewable energy, investment in smart grids, electrification of transport, green hydrogen,
etc.) outweigh the risks.

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Climate change impacts
The potential impact of future regulatory requirements, in particular the related shift to electric
mobility (replacement of the current fleet with e-vehicles and installed charging stations, which are
recharged from already installed solar power plants the latter currently covering 6% of own energy
needs, the target is 10% self-supply by 2030), was taken into account in the preparation of the
financial statements, in particular for the five-year strategic plan 2024-2028 and thus the derivation
of future cash flows for impairment testing.
Exposure to climate risks
Given its geographical location, the Company may be potentially exposed to physical risks related to
climate change, such as floods (flood expenses in 2023 are disclosed in chapter 22 Operating
expenses, none in 2024), heat waves, fires and droughts. As at 31 December 2024, the carrying
amount of these assets (the core TiO
2
programme) is EUR 59.5 million, which form part of the
Company's assets as disclosed in Note 2 Tangible fixed assets. There are no impairment needs.
Due to the 2023 floods and expected climate change, the Company will incur higher property
insurance expenses in the future, but the amount will not have a material impact on the reported
financial statements.
Presumption of a going concern
Based on the long-term sustainability of the entity's operations, there is no uncertainty about the
Company's ability to operate as a going concern in the future due to climate-related risks, as it
concludes that climate change will not have a material impact on its cash flow projections for 2024-
2028 (the going concern assumption is not compromised in the future).
Contracts for the purchase of energy products
Cinkarna Celje, d. d., has leased energy products, i.e. electricity and natural gas, for the coming
years in line with the set energy portfolio management strategy. Namely, the management of a mix
of resources, such as natural gas supply contracts in future periods and forward product locks (up to
and including 2027), electricity purchase contracts in future periods and forward product locks (up
to and including 2027), PPA contract (up to and including 2029) and contracts for own-source
electricity generation. The effects of the energy leases and own-source electricity generation are
taken into account in the projections of the financial statements in the Company's five-year strategy.
Amortisation and other impairment losses
Climate-related matters are also relevant for consideration in light of IAS 16 and IAS 38 because
they may result in potential changes in the amount of depreciation or amortisation to be recognised
in the current period or future periods. Therefore, because some assets may become obsolete,
unavailable or subject to regulatory restrictions due to climate change, the estimated residual
(terminal) value and expected useful life of the assets are potentially affected. There is no change in
the estimated residual (terminal) value and expected useful life of assets, and hence the depreciation
charged, as a result of the transition.
The business forecasts in the Company's strategic plan for the period 2024-2028 with calculated
EBITDA margin and CAPEX also include the impact of energy prices and photovoltaics, and take into
account energy efficiency through energy saving equipment and energy savings.
The potential impacts of transition risk were analysed in the context of the closure of the 2024
financial statements on the basis of the facts and assumptions set out above. No significant impact

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227
was identified, either on the useful life, on the value of assets, on the customer portfolio, on the cash
flows generated by existing activities, or on the need to make provisions for risks and future costs.
VI. CASH FLOW STATEMENT
The cash flow statement shows the changes in cash and cash equivalents for the financial year as
the difference between the balances as at 31 December 2024 and 31 December 2023. It is drawn up
using the indirect method from the statement of financial position as at 31 December of the financial
year and the statement of financial position as at 31 December 2024, together with the
supplementary information necessary to adjust the income and expenditure and to break down the
major items accordingly. Theoretically possible items are not shown, but values are shown for the
current and the prior period.
VII. STATEMENT OF CHANGES IN EQUITY
The statement of changes in equity takes the form of a composite table of changes in all components
of equity. Theoretically possible items are not shown. Changes in equity relate to the decision of the
General Meeting to allocate the previous year's balance sheet profit to the payment of dividends to
owners which have been or will be paid and to the purchase of own shares. Pursuant to Article 64(14)
of the ZGD-1 act, a statement of the balance sheet profit is added to the statement of changes in
equity.
VIII. FINANCIAL INSTRUMENTS AND FINANCIAL RISKS
Financial risks (liquidity and interest rate)
Liquidity risk
Cinkarna Celje, d. d., is a business partner known for its payment discipline both domestically and
abroad, a company with no bank debts and stable cash flows. The Company's business is traditionally
conservative with high cash flow. Liquidity management includes, inter alia, planning and covering
expected cash commitments, ongoing monitoring of customer solvency and regular collection of
overdue receivables. The credit rating is AAA (platinum excellent). The following tables show financial
and operational liabilities by maturity.
Maturity of trade payables as at 31 December 2024
In EUR
Carrying amount
Contractual cash flows
Total
Up to half a year
Payables to suppliers net of advances
30,982,718
30,982,718
30,982,718
Other liabilities
35,555
35,555
35,555
Total
31,018,273
31,018,273
31,018,273
For the maturity of other liabilities, the Company takes into account the liability to suppliers net of
advances and other liabilities not including tax liabilities or liabilities to the government and to
employees.

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228
Maturity of trade payables as at 31 December 2023
In EUR
Carrying amount
Contractual cash flows
Total
Up to half a year
Payables to suppliers net of advances
14,656,554
14,656,554
14,656,554
Liabilities under contracts with customers
net of advances
11,351
11,351
11,351
Other liabilities
11,891
11,891
11,891
Total
14,679,796
14,679,796
14,679,796
Maturity of financial liabilities as at 31 December 2024
In EUR
Carrying amount
Contractual cash flows
Total
Up to half a year
Assignments, cessions
29,915
29,915
29,915
Total
29,915
29,915
29,915
Maturity of financial liabilities as at 31 December 2023
In EUR
Carrying amount
Contractual cash flows
Total
Up to half a year
Assignments, cessions
100,651
100,651
100,651
Fair value of forward transactions
3,041
3,041
3,041
Total
103,692
103,692
103,692
Interest rate risk
Interest rate risk is the potential for losses due to adverse movements in market interest rates. The
Company does not have any non-current financial liabilities and has no measures in place to address
them. If this were to change, appropriate measures would be put in place to manage this type of
risk.
Due to its favourable financial situation, the Company enters into deposit agreements with banks at
positive interest rates in order to increase its financial income. As at 31 December 2024, deposits
with a maturity of up to one year amounted to EUR 8 million. In order to use its surplus cash
efficiently, the Company also invests it in treasury bills with a short-term maturity, which amounted
to EUR 47.2 million as at the last day of 2024.
If the bank interest rate were to decrease by 1%, this would result in an increase in financial expenses
of EUR 560 thousand, while if it were to increase by 1%, this would result in an increase in financial
income of EUR 560 thousand on an annual basis.
Credit risk
The key credit risk of Cinkarna Celje, d. d., is the risk that customers will not settle their obligations
when they fall due.
The risk is limited as we operate mainly with long-standing partners, which are often well-known
traditional European industrial companies with a high credit rating. In recent years, we have
perceived that payment discipline in Slovenia, the Balkans and Eastern Europe has been relatively
poor, but we do not expect any further problems in this geographic area in the coming period, or
the risk potential has been significantly reduced. With the realignment/reorganisation of the portfolio
of the Company's strategic business areas, specifically the discontinuation of the Graphic Repro
Materials programme, the Rolled Titanium-Zinc Sheet programme, the Anti-Corrosion Coatings

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229
programme and the Building Materials programme, the exposure to credit risk was significantly
reduced, as evidenced by the maturity of receivables and the fact that we have virtually no further
allowance for doubtful or defaulted receivables from customers.
Cinkarna Celje, d. d., has for a number of years been carrying out internal credit control for each
individual customer, to whom it has set an individual credit limit, based on payment discipline, credit
rating and good performance with the Company. The credit risk monitoring and management process
was further enhanced in mid-2021 with the introduction of receivables insurance with an external
institution, where credit limits are set, monitored and changed on a daily basis.
In addition to the regular monitoring of the credit limit for each customer, the customer's payment
discipline and the publication on the AJPES website of proceedings under the Act on Financial
Management, Insolvency and Compulsory Winding-up Proceedings (ZFPPIPP) are monitored on a
daily basis. Also, as the receivable becomes due, the customer is reminded of the due date of the
receivable by a reminder, firstly by telephone and then in writing, and default interest is charged
from the date of the due date until the date of payment. The process of regular monitoring and
control of the portfolio of trade receivables is a constant feature of the Company, resulting in a small
proportion of write-offs or impairments of receivables in relation to the proportion of sales. The
carrying amount of financial assets most exposed to credit risk at the reporting date was as follows:
In EUR
Notes
31/12/2024
31/12/2023
Financial investments
3
1,287,325
1,558,531
Financial receivables
7
47,214,859
38,616,117
Trade receivables
8
27,100,674
27,437,194
Cash and cash equivalents
9
17,731,407
15,687,805
Total
93,334,265
83,299,647
At the balance sheet cut-off date of 31 December 2024, in addition to the EUR 8 million of cash on
deposit, the Company has an additional EUR 10 million of cash to support its day-to-day operations.
In order to mitigate credit risk and exposure to banks, the Company has assets spread across five
banks with excellent credit ratings and strong balance sheets.
The Company has a healthy trade receivables structure, as shown in the table of trade receivables
by maturity and in the table of movements in the value adjustment of current trade receivables.
Movement in valuation allowances on current trade receivables
In EUR
2024
Situation at
31/12/2023
Adjustment
2024
Value adjusted 2024
Write-downs of
value adjustments
of prior years
Written-off
receivables
paid
Situation at
31/12/2024
Buyers in country
266,985
0
6,248
0
0
273,233
Buyers abroad
394,858
-38,470
18,766
9,452
1,983
363,720
Total
661,844
-38,470
25,013
9,452
1,983
636,952
In EUR
2023
Situation at
31/12/2022
Value adjusted 2023
Write-downs of
value adjustments
of prior years
Written-off
receivables
paid
Situation at
31/12/2023
Buyers in country
266,985
0
0
0
266,985
Buyers abroad
371,794
25,075
0
2,011
394,858
Total
638,780
25,075
0
2,011
661,844

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230
Trade receivables by maturity
In EUR
Group of receivables by maturity
Gross value
31/12/2024
Adjustment
31/12/2024
Gross value
31/12/2023
Adjustment
31/12/2023
Not past due
21,758,815
4,298
24,024,487
16,944
Past due under 15 days
4,776,348
919
2,913,989
2,050
Past due from 16 to 60 days
402,918
440
432,721
1,180
Past due from 61 to 180 days
30,602
30,202
109,582
23,954
Past due over 180 days
768,943
601,093
618,259
617,716
Total
27,737,626
636,952
28,099,038
661,843
Group of receivables by maturity
Gross value
31/12/2023
Adjustment
31/12/2023
Gross value
31/12/2022
Adjustment
31/12/2022
Not past due
24,024,487
16,944
19,743,148
15,763
Past due under 15 days
2,913,989
2,050
1,960,633
1,569
Past due from 16 to 60 days
432,721
1,180
345,946
1,633
Past due from 61 to 180 days
109,582
23,954
56,335
56
Past due over 180 days
618,259
617,716
619,758
619,759
Total
28,099,038
661,843
22,725,819
638,779
All trade receivables are secured with an external institution as from 1 June 2021. As at 31 December
2024, 94% of the receivables are insured by an external institution (Coface PKZ d.d.) (88% at the
end of 2023), 3% of the receivables are secured by another form of insurance (letter of credit,
advance) (3.5% at the end of 2023) and only 3% of the total receivables are not secured (8.5% at
the end of 2023). Unsecured receivables are mainly from regular customers who have secured
receivables but have exceeded the collateral limit, where we estimate that there is no risk of default.
The Company determines the concentration of receivables using IT tools and the limits entered in
the system. The receivables monitoring information system allows us to monitor the collateralisation
of receivables on an ongoing basis, as the system is updated on a daily basis according to changes
in the type of collateral and changes in the credit limits. At the end of the year, 6 titanium dioxide
customers from the European Union represent a 19% share (32% in 2023) of the total fully secured
receivables. The customers are spread across different markets and hence there is no significant
exposure of the Company to any single customer.
Currency risk
Cinkarna Celje, d. d., buys and sells on the world market and is therefore exposed to the risk of
unfavourable cross-currency exchange rates, in particular the EUR/USD exchange rate. As most of
the sales are made in euro, the exposure is particularly acute for dollar purchases of titanium-bearing
raw materials and, exceptionally, sulphur and copper compounds. The exposure is significantly lower
in dollar-denominated sales.
We continuously monitor the evolution and outlook for the EUR/USD currency pair. In principle, we
limit the short-term risk of adverse changes in the dollar exchange rate through the standardised
and consistent use of financial instruments (dollar futures). We achieve virtually complete coverage
of relevant business events involving the EUR/USD currency pair.

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231
Exposure to foreign exchange rate risk
In EUR
31/12/2024
31/12/2023
EUR*
USD
EUR*
USD
Financial assets at fair value through other
comprehensive income
1,287,325
0
1,558,531
0
Current financial receivables
47,214,859
0
38,616,117
0
Trade receivables
26,086,389
1,059,110
26,386,651
1,160,850
Cash and cash equivalents
17,731,407
0
15,687,805
0
Current financial liabilities
-29,915
0
103,692
0
Current trade payables
-17,429,009
-14,177,564
14,647,822
9,649
Statement of financial position exposure (net)
74,861,056
-13,110,734
67,497,590
1,151,201
* EUR is the functional currency and does not represent an exposure to exchange rate risk. In
addition to the functional currency EUR, the Company uses the USD (US Dollar), which was used in
the translation of the balance sheet items as at 31 December and is equal to the European Central
Bank's reference rate of one national currency for EUR 1 at 31 December 2024 of 1.0389 and at 31
December 2023 of 1.10500.
Sensitivity analysis
A 1% change in the value of the USD against the EUR as at 31 December 2024 and 31 December
2023 would change the profit before tax by the amounts shown in the table below. The analysis,
which is carried out in the same way for both years, assumes that all variables, in particular interest
rates, remain constant. In calculating the impact of the change in the US dollar exchange rate,
account is taken of the stock of receivables and payables denominated in dollars.
In EUR
31/12/2024
31/12/2023
USD currency change
1 %
1 %
1 %
1 %
Impact on profit before tax
125,022
-125,022
12,721
-12,721
Any further change of 1% in the USD exchange rate against the EUR would result in a further change
in profit before tax of the above amounts.
Capital management
The primary objective of Cinkarna Celje, d. d.'s capital management is to ensure a high credit rating
and adequate funding ratios to ensure the proper development of its business and to maximise value
for its shareholders.
Cinkarna Celje, d. d., aims to keep pace with changes in the economic environment by managing
and adapting its capital structure. It pays dividends in accordance with the adopted dividend policy
at the December 2022 Supervisory Board meeting. The Company has no specific employee ownership
targets and no share option programme. There were no changes in the way capital is managed in
2023 and 2024. To control capital, the Company uses a leverage ratio, which shows the ratio of net
debt to capital and total net debt. Net debt includes financial and operational liabilities less cash and
cash equivalents with financial receivables (treasury bills).
In EUR
31/12/2024
31/12/2023
Financial liabilities
29,915
103,692
Trade and other current liabilities
37,343,286
19,737,375
Cash and cash equivalents
-64,881,522
-54,303,922
Net debt
-27,508,321
-34,462,855
Capital
211,036,476
221,230,458
Capital and net debt
183,528,155
186,767,604
Leverage ratio
-15%
-18%

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232
IX. FAIR VALUE
The following table shows the carrying amounts and fair values of financial assets and financial
liabilities. The table does not include disclosures about the fair value of financial assets and liabilities
not measured at fair value, where the carrying amount is a reasonable approximation of fair value.
In EUR
31/12/2024
31/12/2023
Carrying amount
Fair value
Carrying amount
Fair value
Financial assets at fair value through other
comprehensive income
1,287,325
1,287,325
1,558,531
1,558,531
Current financial receivables
47,214,859
47,214,859
38,616,117
38,616,117
Trade receivables
27,100,674
27,100,674
27,437,194
27,437,194
Cash and cash equivalents
17,731,407
17,731,407
15,687,805
15,687,805
Financial liabilities
-29,915
-29,915
103,692
103,692
Trade payables
-30,982,718
-30,982,718
14,656,554
14,656,554
Payables under contracts with customers
0
0
11,351
11,351
Total
62,321,632
62,321,632
68,528,050
68,528,050
Investments are classified into three groups (levels) based on the fair value calculation:
Level 1 assets: assets at market price (for the valuation method, see chapter 3 Financial
assets at fair value through other comprehensive income);
Level 2 assets: assets not classified under level 1 whose value is determined directly or on
the basis of comparable market data;
Level 3 assets: assets for which market data are not observable.
In EUR
Fair value of assets
31/12/2024
31/12/2023
Level 1
Level 2
Level 3
Total
Level 1
Level 2
Level 3
Total
Financial assets at fair value through other
comprehensive income
0
1,287,325
0
1,287,325
0
1,558,531
0
1,558,531
Total assets measured at fair value
0
1,287,325
0
1,287,325
0
1,558,531
0
1,558,531
Assets for which fair value is disclosed
Current financial receivables
0
0
47,214,859
47,214,859
0
0
38,616,117
38,616,117
Trade receivables
0
0
27,100,674
27,100,674
0
0
27,437,194
27,437,194
Cash and cash equivalents
0
0
17,731,407
17,731,407
0
0
15,687,805
15,687,805
Total assets for which fair value is
disclosed
0
0
92,046,940
92,046,940
0
0
81,741,116
81,741,116
Total
0
1,287,325
92,046,940
93,334,265
0
1,558,531
81,741,116
83,299,647
In EUR
Fair value of liabilities
31/12/2024
31/12/2023
Level 1
Level 2
Level 3
Total
Level 1
Level 2
Level 3
Total
Financial liabilities
0
0
29,915
29,915
0
0
103,692
103,692
Trade payables
0
0
30,982,718
30,982,718
0
0
14,656,554
14,656,554
Liabilities under contracts with buyers
0
0
0
0
0
0
11,351
11,351
Total liabilities for which fair value
is disclosed
0
0
31,012,633
31,012,633
0
0
14,771,597
14,771,597
The assumptions used to determine the fair value of investments and other items are set out in the
introductory notes in section III. Significant accounting policies.
X. RELATED PARTY TRANSACTIONS INFORMATION ON GROUPS OF PERSONS
Management's participation in capital
At the end of 2023, one member of the Management Board held 1,860 shares in Cinkarna Celje, d.
d., representing 0.023% of the Company's total capital or 0.023% of voting rights. No Supervisory

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233
Board members held any shares at the balance sheet cut-off date. In 2024, a member of the
Management Board acquired 500 shares in the Company, representing a total of 0.029% of the
voting rights, and the President of the Management Board acquired 2,400 shares, representing
0.030% of the voting rights.
31/12/2024
Number of shares
Share in capital (%)
Aleš Skok
2,400
0.030
Nikolaja Podgoršek Selič
2,360
0.029
31/12/2023, 31/12/2022
Number of shares
Share in capital (%)
Nikolaja Podgoršek Selič
1,860
0.023
Gross remuneration of groups of persons
In EUR
2024
2023
Members of the Management Board
731,700
578,070
Members of the Supervisory Board
155,213
152,109
Total gross remuneration of groups of persons
886,913
730,180
Employees on the basis of contracts not covered by the tariff part of the collective
agreement
2,919,788
3,073,418
Total gross remuneration of groups of persons and remuneration of employees on
the basis of contracts not covered by the tariff part of the collective agreement
3,806,701
3,803,597
Remuneration of the members of the Management Board in 2024
In EUR
Name and surname
Function
(President,
Member)
Fixed
remuneration
gross (1)
Variable remuneration
gross based on
quantitative criteria
Bonuses
Other
remuneration
Total gross
Aleš Skok
President
306,918
69,692
6,723
4,262
387,595
Nikolaja Podgoršek Selič
Deputy
President
244,550
55,941
6,863
4,262
311,616
Filip Koželnik
Member
19,680
6,363
2,247
4,199
32,489
Total
571,148
131,996
15,833
12,723
731,700
The bonuses of the members of the Management Board include the bonus related to the use of a
company car also for private purposes and any other bonuses. Expenses allowances include
reimbursement of commuting expenses and meals during work.
Remuneration of the members of the Management Board in 2023
In EUR
Name and surname
Function
(President,
Member)
Fixed
remuneration
gross (1)
Variable remuneration
gross based on
quantitative criteria
Bonuses
Other
remuneration
Total gross
Aleš Skok
President
296,911
0
7,473
2,694
307,077
Nikolaja Podgoršek Selič
Deputy
President
236,579
0
8,030
2,694
247,303
Filip Koželnik
Member
18,642
0
2,355
2,694
23,691
Total
552,132
0
17,858
8,081
578,070
No variable remuneration or performance-related payments were made to members of the
Management Board in 2023 for the 2022 financial year.

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234
Remuneration of the members of the Supervisory Board in 2024
In EUR
Name and surname
Function (President, Deputy, Member,
External Committee Member)
Remuneration
for the
performance of
duties gross
per year (1)
NS and
Commissions'
meeting fees -
gross per year
(2)
Total gross
(1 + 2)
Travel
expenses
Total
remuneration
Tomaž Berločnik
SB member (20/06/2024) + SB President
(23/07/2024)
9,390
1,100
10,490
356
10,846
Melita Malgaj
SB member (20/06/2024), SB Deputy
President and AC Chair (23.7.2024)
9,255
1,540
10,795
436
11,231
Boštjan Furlan
SB member (20/06/2024), AC member
(23/07/2024)
8,049
1,540
9,589
531
10,120
Mario Gobbo
SB President (from 26/05/2020 to
22/07/2024), SB member until 23/12/2024
22,656
2,365
25,021
22,983
48,004
Luka Gaberščik
SB Deputy President (from 01/07/2020 to
04/07/2024)
10,350
1,540
11,890
277
12,167
David Kastelic
SB member + AC Chair (from 18/06/2020 to
18/06/2024)
11,401
1,925
13,326
481
13,807
Mitja Svoljšak
SB member + HR member (from 16/06/2021
to 28/02/2024)
4,634
495
5,129
0
5,129
Jože Koštomaj
SB member (from 18/06/2020) + AC
member (until 22/07/2024)
17,188
3,300
20,488
0
20,488
Aleš Stevanovič
SB member (from 08/03/2023)
16,341
3,080
19,421
0
19,421
Gregor Korošec
External member
0
4,000
4,000
0
4,000
Total
109,264
20,885
130,149
25,064
155,213
SB = Supervisory Board
AC = Audit Committee
HR = Human Resources Committee
Remuneration of the members of the Supervisory Board in 2023
In EUR
Name and surname
Function (President, Deputy, Member,
External Committee Member)
Remuneration
for the
performance of
duties gross
per year (1)
NS and
Commissions'
meeting fees -
gross per year
(2)
Total gross
(1 + 2)
Travel
expenses
Total
remuneratio
n
Mario Gobbo
SB Member + SB President + HR Chair
28,125
1,375
29,500
15,061
44,561
Luka Gaberščik
SM Member + SB Deputy President + HR
Member
20,250
1,375
21,625
277
21,902
David Kastelic
SB Member + AC Chair
20,625
2,255
22,880
519
23,399
Mitja Svoljšak
SB Member
18,750
825
19,575
283
19,858
Jože Koštomaj
SB Member + AC Member
18,750
2,255
21,005
0
21,005
Aleš Stevanovič
(from 8 Mar 2023)
SB Member + AC Member
10,968
1,100
12,068
0
12,068
Dušan Mestinšek
(until 8 Mar 2023)
SB Member + AC Member
5,040
275
5,315
0
5,315
Gregor Korošec
External Member
0
4,000
4,000
0
4,000
Total
122,508
13,460
135,968
16,141
152,109
SB = Supervisory Board
AC = Audit Committee
HR = Human Resources Committee

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235
6.1.7 Significant events after the end of the financial period
Since the date of the balance sheet, there have been no events that would directly and significantly
impact the company's operations. However, in the first quarter of 2025, there was significant
development in U.S. trade policy. Although the company does not have a strategic exposure to the
U.S. market, these measures could have indirect effects through changes in global consumer
dynamics and the geographic redistribution of surplus pigment quantities.
The company is actively monitoring the situation and maintaining flexibility in its commercial
strategy. Due to the high level of uncertainty and frequent changes in the U.S. customs regime, the
ultimate impact on business performance cannot be reliably assessed at this time.

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236
6.1.8 Statement by members of the management and persons responsible for
drawing up the annual report
We, the named and signed members of the management and the persons responsible for the
preparation of the annual report within the meaning of paragraph 2 of Article 134 of the ZTFI-1 act,
certify that to the best of our knowledge and belief:
I. The financial report is in accordance with the relevant financial reporting standards, i.e.
International Financial Reporting Standards. Such gives a true and fair view of the assets,
liabilities, profit or loss and financial position of the Company;
II. The financial report includes a fair review of the development and results of the Company's
business and of its financial position, including a description of the material risks to which the
Company is exposed.
The Annual Report 2024 is hereby adopted and approved by the Management Board on 15 April
2025.
Management Board of the Company
President of the Management
Member of the Management
Member of the Management
Board
Board Deputy Chairman of the
Board Works Director
Management Board Technical
Director
Aleš SKOK,
Nikolaja PODGORŠEK SELIČ
Filip KOŽELNIK,
univ. dipl. in chemical
engineering technology,
MBA USA
univ. dipl. in chemical
engineering, spec.
master of business studies
Persons responsible for drawing up the Annual Report
Member of the Management
Board
Head of Finance and
Accounting
Head of sustainability team
Works Director
Filip KOŽELNIK,
master of business studies
mag. Karmen FUJS,
univ. dipl. in econ.
mag. Bernarda PODGORŠEK KOVAČ,
univ. dipl. in chemical engineering
technology

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237
6.1.9 Auditors opinion
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238
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