IMPACT: Going beyond the numbers ISSUE 01 | 2023 A focus on the Integrated Report. Prysmian Group to seize opportunities from electrification. Taking cable technology a step further.

2 IMPACT: Going beyond the numbers CONTENTS Focus On Achieving a positive impact through transparency and accountability p. 3 This is how we create value. An interview with Prysmian CEO Valerio Battista p. 4 Seizing opportunities offered by a new multistakeholder communication tool An interview with Chief Financial Officer Pier Francesco Facchini p. 9 Meeting the evolving challenges of sustainability reporting in the new Integrated Report An interview with Chief Sustainability Officer and Investor Relations Director Cristina Bifulco p. 12 Breaking down silos between financial and ESG reporting An interview with Prysmian Group’s Group Administration Sr VP Stefano Invernici p. 15 Is the grid the new bottleneck? Technology and supply chain are the answers p. 18 Prysmian Group to seize opportunities from electrification p. 22 People First Achieving ISO 37002:2021 Whistleblowing Management Systems Certification p. 24 Tracking the Future Taking cable technology a step further with 525 kV p. 26 Prysmian breaks its own record with even smaller Sirocco HD cable for FTTX and 5G networks p. 28 Prysmian PRYSOLAR, cable solutions for the solar pv industry. Designed to face the unpredictable. p. 30 Prysmian Group launches its green-certified optical fibre cables under its ECO CABLE label p. 32 Prysmian invests in new installation vessel to meet submarine cable growing demand p. 34 Financial highlights p. 36

3 Achieving a positive impact through transparency and accountability Continue reading on the following pages Focus On In this issue of INSIGHT, Prysmian Group’s CEO Valerio Battista explains the decision to share the group’s value creation by giving all workers and employees the chance to convert their bonus into shares. Then, in a special feature, we take readers for a behind the scenes look at how the group seized the challenge of preparing its first-ever Integrated Report to improve transparency and accountability, with exclusive interviews with a trio of top executives. An ESG strategy, ultimately, is about impact: not only on the environment, but on employees, investors and the community where a company does business. Making a positive impact means going beyond the way we usually measure our numbers, and calls for ever-greater transparency and accountability.

4 IMPACT: Going beyond the numbers In 2005, when Goldman Sachs sold its stake, the company was valued at € 300 million euros; today it is worth more than €10 billion. What is your priority, at this point? We must continue to work on building value, and especially in distributing the value we create. Prysmian is a widelyheld public company. I want the Group's more than 31,000 employees to share the benefits of our performance as much as possible, together with the large shareholders. This is why last year we launched the first three-year plan that allows our workers and employees in 35 countries around the world to convert their performance bonus into shares, and which the company will match, therefore doubling it. The plan provides for a maximum award of 3 million shares worth about €110 In this interview Battista explains why management focus is centered on investments to increase production capacity needed to meet growing demand, with about €500 million in annual spending planned for the next three years, especially in the Projects business unit. M&A will proceed in small steps, with targeted acquisitions. THIS IS HOW WE Prysmian CEO Valerio Battista led the cable manufacturer to a record performance in 2022, with cash flow of €559 million (+53% over 2021), revenues of €16 billion, and adjusted EBITDA of about €1.5 billion. create value.

5 AN AMBITIOUS GOAL 50% of employees to be also shareholders BY 2030 INSIGHT | Focus On million. With the good performance of the stock in recent months, the plan was already worth €20 million at its debut. This is in addition to the “Yes” plan that allows all employees to voluntarily purchase shares at a 25% discount. What are the incentive plans for management? The conditions for managers are obviously different. The three-year long-term incentive plan expired at the end of 2022, and we will launch the new one soon. Our goal is to broaden the base from about 700 to 1,100 people, to include talented young people in the plan. There is an issue of recruitment and retention of valuable engineers, particularly in the very competitive U.S. market. The previous three-year plan distributed about 9.5 million shares. Personally, I decided to distribute the cash portion of my 2022 bonus, €500,000, to Italian employees and earthquake victims in Turkey. How many employees of the Group are also shareholders to date? As of today, 37% of the Group's employees are also shareholders, but the goal is to reach 50% by 2030: in a company like Prysmian, reaching 3% of shares held by employees and top management is a necessary threshold. This is a complex plan, however, because it involves markets in different countries around the world. Does the share of 3% equity held by employees and managers include top management and the CEO? What is the amount of equity you own? I own about 1.5% of the Group, which, added to about 1.5-2% in the hands of employees and management brings the total to 3%. You said recently that the group could reach a €2 billion EBITDA in the medium term. Which division will make the biggest contribution? The Projects division, which handles the installation of large interconnections on land or under water. In 2022 this division generated €250 million of EBITDA, but that number could double in the coming years in light of the substantial pipeline of projects already in the portfolio. With the recent €1.8 billion order in the Netherlands, we have reached a record €8.5 billion order book. Trends in our Telecom and Energy units, on the other hand, will be more stable. Do you have sufficient production capacity to meet the demand for all these projects? Not all of it, which is why we have to invest in upgrading our production lines. In some cases, we are negotiating framework agreements, which involves setting aside capacity for projects that have not yet authorized.

6 IMPACT: Going beyond the numbers This is because about €200 million of our EBITDA forecast is related to the sharp increase in prices in North America, which is likely to decline in the second half of 2023. But this decline should be partly offset by the increased revenue in Projects, an area where most of our capex is concentrated. The Inflation Reduction Act in the U.S. may help us reach the upper end of the range, which we certainly do not rule out. Will the investments also affect Italy? The investment complements a similar one at our plant in Pikkala, Finland, for submarine cables. Next up will be a new factory in the U.S., in Massachusetts, for submarine cables: the foundation stone is scheduled to be laid in the fall. Beyond investments to increase production capacity, the Group's current financial situation would also allow for growth by acquisitions. What are the plans? The goal is to acquire small companies to add to our technology and markets reach, along the lines of what we did in 2021 with Swiss Omnisens. It is not the right time for big acquisitions: not because of capability, but because of price. And in any case, we don’t see any targets in the market right now that justify making radical choices. * Interview published on the Saturday, March 18 edition of Il Sole 24 Ore – the most important economic Italian daily newspaper. At our Arco Felice plant near Naples, we are building a new production line for very high voltage cables. The lower end of Prysmian’s financial guidance for 2023 forecasts a possible decline from 2022.

7 INSIGHT | Focus On THE NUMBERS OF SUCCESS Record results driven by strong customer focus, broad business portfolio and operational discipline 16,067 €M 12,736 €M in 2021 SALES 10% share of recycled materials CIRCULAR ECONOMY 559 €M +53% vs. 2021 FCF 1,488 €M +52% vs. 2021 ADJ. EBITDA Integrated Annual Report FIRST ADOPTION OF -24% scope 1 & 2 vs 2019 baseline GHG EMISSIONS -7.5% scope 3 vs 2019 baseline 509 €M +64% vs. 2021 NET INCOME 0.60 €/share €0.55 in 2021 DIVIDEND PROPOSAL 2022 KEY HIGHLIGHTS: Best Year Ever

8 A FOCUS ON THE Integrated Report With ESG investors now reaching nearly 50% of the group’s total institutional shareholders, a thorough and transparent disclosure of results is more important than ever. That’s why Prysmian decided to launch its 2022 Integrated Report well ahead of regulatory requirements. By merging its financial and nonfinancial disclosure, Prysmian Group is sending a single, unified message about the company’s goals and achievements, reinforcing its commitment to becoming a global leader in sustainability. IMPACT: Going beyond the numbers

9 Seizing opportunities offered by a new multistakeholder communication tool Talking about the strategic benefits behind the Group’s decision to release an Integrated Annual Report combining financial and non-financial data two years ahead of the European Union’s 2025 deadline. An interview with Chief Financial Officer Pier Francesco Facchini INSIGHT | Focus On

10 IMPACT: Going beyond the numbers What is the strategic significance of the Group’s decision to release an Integrated Report? Our corporate strategy has evolved into a multi-stakeholder approach in response to a growing demand for a more sustainable business, one that takes into account our impact on environment, communities, employees, customers and suppliers. Financial investors, meaning our own shareholders, are taking this view, and as a matter of fact the share of ESG investors in our capital has grown dramatically over the last few years. As usual, we want to be a best in class, even more on matters which affect the future of our own children andwe want to communicate with stakeholders in a new way, which integrates ESG actions and performance into Prysmian business and financial performance. So, what we did was reviewing the system that leads to the creation and formation of all Environmental, Social and Governance KPIs and make it more robust. We decided to make the process a bit more bottom-up, involving the regions. The corporate functions continue to play their roles and oversee the process, timing and accuracy of data. But we felt it was essential to bring the regions more into the process. As shared with our CEO Valerio Battista a couple of years ago, to make the quantum leap we need to bring non-financial reporting to the same level of robustness as financial reporting. What sort of changes to your work methods did this choice entail? We involved the Chief Financial Officers across all our regions, giving them the responsibility of controlling and validating the data provided by the various corporate functions that contribute to sustainability indicators, like purchasing, HR and HSE. Finance is, by its own nature, the corporate function with the most developed skills in defining robust processes and internal control system. So we used these standards and tried to bring the other functional information to the same level. We put a lot of focus into this effort. It was also a great learning process for Finance people as it forced them to get more involved in the operations of Prysmian’s 108 factories. What are the advantages of doing an Integrated Report? It forces you to think in terms of a truly integrated strategy that combines the interests and priorities of all the different stakeholders. For example, the report has a chapter of business and strategy description that is completely new. it is so good to work in a Company We made the decision to release an Integrated Report two years ahead of the regulatory deadline in 2025 because we see it as an opportunity to improve our communication with stakeholders. Our team did an amazing job. Are we there yet? No, not yet. We have taken a first step, but still in my honest view, we can progress much further.

11 INSIGHT | Focus On which enables such a crucial shift to renewable energy generation and which, by doing that, can make such a dramatic difference for our climate and environment. Likewise, it is also important to mention the role we play to support the development of a stronger broadband fiber cable network and finally the digital transition. What is changing in the culture of reporting, and how does it impact sustainability in corporate citizenship? The changing culture of reporting is driven by pressure from the financial market to embed strong sustainability and environmental elements into corporate strategies. There is enormous pressure from the financial world and investors, which is raising the bar on requirements for more rigorous reporting systems. The principles behind ESG reporting are becoming more defined and rigorous, with a regulatory body called European Financial Reporting Advisory Group (EFRAG) developing new standards along the line of the accounting principles known as IFRS. The bar will rise significantly when these principles become regulatory requirements, making it important for companies to adopt them before they become mandatory. The financial market has also been instrumental in pushing companies to improve in their own “corporate citizenship”, for instance developing new products that are recyclable and environmentally friendly, including chemicals. One of the most important contributions that some companies can make is changing the energy generation mix, as a very significant portion of global emissions comes from power generation. Companies like Prysmian that are involved in the transition from fossil fuels to renewables play a crucial role in reducing these emissions. Prysmian Group’s Integrated Annual Report Prysmian Group’s Integrated Annual Report, published for the first time, is a tool for presenting both financial and non-financial data. This decision marks a new approach to corporate reporting and highlights the daily efforts made by the Group to embed sustainability into all business strategies, as well as its role as an enabler of the energy transition and digitalization processes. The Report explains the Group’s ability to create both financial and non-financial value over time, in the context and markets in which it operates.

12 IMPACT: Going beyond the numbers MEETING THE EVOLVING CHALLENGES OF sustainability reporting in the new Integrated Report What were the main challenges your team faced in terms of collecting nonfinancial data for the Integrated Report? To bring sustainability governance to the same level as financial reporting governance is an extremely challenging work that takes a lot of time. The levels of sensitivity in countries and regions are very different. We started with the environmental world, such as emissions, because it was easier given our long experience with it. Scope 1, Scope 2, and Scope 3 are already externally audited in our Non-Financial Disclosure document. The lack of environmental standards in the world makes it extremely sensitive. Science Based Target initiative is one of the few, for emissions. After that, everything else is very much left to the decision-making discretion of companies. We did a lot of benchmarking where there were no rigorous standards, and we tried to refer to best practices. Our goal is to be considered a best practice, also because as a leader in our sector we feel the responsibility to promote ESG initiatives along the value chain. We are ready to take the next step, which means setting priorities and internally helping to support regions, countries, and colleagues to become aware of what we are doing. Did you create a new team to meet this challenge? We created an integrated team by giving responsibility for governance and internal control systems to our finance administration colleagues. Chief Sustainability Officer and Investor Relations Director Cristina Bifulco explains how the group adopted new and more rigorous standards in sustainability reporting.

13 INSIGHT | Focus On We took people from every team and business to create a project team and created a Steering Committee to meet periodically. It was continuous learning in both directions. What were some of the biggest concrete reporting problems you had to solve? The main challenge we have is combining reporting deadlines with the availability of data that can follow specific processed. Sustainability pushes companies to put pressure on the value chain, raising awareness upstream and downstream among stakeholders who may have less awareness or urgency on certain issues. Can you give me an example of how you included new sustainability KPIs in the incentive system? We included a new challenge: recycled content for our products. We put it in the short and long-term management targets from 2023, even though there are technical limits, because the percentage of recycled copper cannot go beyond certain levels. We feel that if we really are a market leader, we have to push the value chain and do what is possible in our industry. Waste is a concrete example. We track our recycling by the receipts we receive from our waste recycler. The timing of these processes is not up to us, and we have to leverage third parties to send us documentation. Setting priorities and internally helping to support regions, countries, and colleagues to become aware of what we are doing. PROMOTING ESG INITIATIVES ALONG THE VALUE CHAIN What can we expect from Sustainability Week 2023? We've been working hard to enrich the engagement and make it even more impactful than last year. This year, we are going back to a more physical mode, with direct interaction. We want to bring Sustainability to be more and more a concrete reality for everyone. We'll have a trade show and a final conference event where we will showcase the most strategic initiatives that go in the direction of environmental, social, and product sustainability. How is the Impact Scorecard in the Integrated Report different from your previous Sustainability Scorecard? We have moved over to an Impact Scorecard because the previous Sustainability Scorecard expired in 2022. The new scorecard includes concrete impact KPIs, like the percentage of homes we are able to connect with green electricity, or access to high speed digital networks. We wanted to give our stakeholders the opportunity to understand the impact of our business on the community, families, and the end user. This is a step towards making sustainability more concrete and relevant.

14 IMPACT: Going beyond the numbers What role do financial markets now play in sustainability? Investors are becoming more sophisticated. This pressure to be really rigorous is coming from all levels. We want to make sure that we are doing our part in making sustainability a concrete reality and making a positive impact, while also understanding the negative impact we have as a company. How do you see sustainability evolving in the future? Sustainability is a journey for everyone. The principles and standards keep changing, and we need to keep evolving with them. We need to focus on making sustainability more concrete, relevant, and impactful. It's a long journey, but it's worth it for the future of our planet. Prysmian Group Sustainability Week 2023 We are proud to invite you to Prysmian Group Sustainability Week 2023 – “GOING GREEN AND DIGITAL”, our biggest annual stakeholder engagement event taking place on Wednesday 28 June, onsite in Prysmian HQ in Milan. The Sustainability Week 2023 looks to encompass the views and opinions of global leaders involved in sustainability initiatives and the main challenges that we face to generate concrete impacts. The event will address key topics such as the energy transition, electrification, digitalization, sustainable finance, and the value of the supply chain, debating inspiring initiatives, local efforts, and best practices to engage you, our main stakeholders, collect your point of view, understand your needs and expectation towards the company. The event on the 28th June 2023, named “GOING GREEN AND DIGITAL”, will be moderated by CNBC, that will be also our editorial partner, for spreading the event on several media platforms. Alongside the panel sessions and discussions, on Wednesday, all visitors will have the possibility to learn more about the innovative projects and ideas run by the PG local Regions at the Sustainability Call4Ideas Fair, situated in our HQ.

15 Breaking down silos between financial and ESG reporting Stefano Invernici, Group Administration Sr VP, shares his hands-on views and lessons learned from his experience working on the Group’s 2023 Integrated Report An interview with Prysmian Group’s Group Administration Sr VP Stefano Invernici INSIGHT | Focus On

16 IMPACT: Going beyond the numbers Can you explain how you organized your finance team for the group’s first-ever Integrated Report? The project started back in mid-2021, when the HQ finance team approached the ESG reporting work shadowing the Communication team, which until then had been responsible for ESG data collection and reporting. Our finance team firstly acted as “internal consultant” by mapping the high-level processes related to how people in charge of ESG data collection handled their job. The goal was to better understand the process, identify key control areas and eventually how to improve it altogether without altering the way we prepared the 2021 annual report. We continued the process in 2022 conducting a series of indepth interviews to explore the finance and sustainability functions and the various computing functions responsible for reporting some of these KPIs. For example, HR is in charge of reporting headcount, gender balance and other information. We interviewed colleagues in these functions to understand and map their reporting procedures. We realized that on many occasions there were no formalized written procedures. So, the following step was to formalize them, and look at how to improve them by introducing controls. Another improvement area introduced was the increased accountability of some ESG kpi’s (mainly in the area of HE&S) across the entire organization starting from the source of such data: from the plants to the region structures and finally HQ. It was possible to increase the accountability of reported data by clarifying the procedure on the collection and reporting of this data and clearly defining roles and responsibility matrixes over it with the identification of all control owners in a system traced approval workflow. We finally used a software platform called ESGeo to centralize the various steams of non-financial data to be integrated with our financial data reporting. What sort of challenges did you face during this process? We had to break down the silos between our function and the ones handling non-financial reporting, creating important synergies. Breaking the silos enabled us to transfer some of the financial reporting know-how to non-finance functions such as the formalization of procedures, settling deadlines, and the importance of data accuracy. This was an important cultural element that allowed us to make great strides. IN-DEPTH EXPLORATION All this allowed us to make data collection procedures traceable and verifiable. The most difficult part was to find a common way of working between functions that don't normally work together, and the ability to identify the best practices of each department.

17 functions that don't normally work together, and the ability to identify the best practices of each department. Also, having a sense of humility was important so as to not impose our own processes and procedures, but rather bring practical examples of how the financial reporting system works so that it can be applied to the processes behind non-financial reporting as well. What is the next step? Improving further data accuracy is crucial. Financial statements are currently certified as “reasonable assurance” by an auditor. Nonfinancial disclosure reports receive a “limited assurance” opinion from our auditor Ernst and Young which is a lower level of assurance due to the nature of the data itself. The real added value of the Integrated Report is not only about the transparency and amount of data, but also the reliability that we give to this data. Regarding our stakeholders, our crucial goal is to achieve trust, which you build on the basis of a reporting system that is secure, reliable and consistent over time. The Integrated Report addresses all stakeholders, creating a strategic element of improved transparency. There was an exchange of expertise. Obviously, our colleagues who collect non-financial data had less-established procedures than those in finance, because they have been doing it since ESG reporting began in 2014. But overall, we are talking about two worlds where one learns from the other. ESG targets are often medium to long-term targets (e.g. CO2 emissions reduction targets) to 2030 or 2050. Finance, on the other hand, operates on a quarterly or annual timespan, or five years at the most. The challenge of working on the Integrated Report was to reconcile these two mindsets. The advantage was to lengthen (expand?) the strategic vision of management, allowing it to better consider the risks and opportunities that come from all these sustainability issues. What were some of your personal “lessons learned”? Firstly, I now have a better understanding of the technicalities of using GRI reporting standards and the strategic importance of ESG goals. This required collaborating with departments outside of our own and finding a common way of working. Personally, I believe that the future of the finance profession will increasingly involve the integration of financial and non-financial data. What was the most difficult part? The most difficult part was to find a common way of working between AN EXCHANGE OF EXPERTISE The Integrated Report is a powerful tool to link the organization's ESG and financial strategies. ESG and finance have different time horizons. Our aim in the near future is to achieve a “reasonable assurance” opinion for the ESG part as well. This is not mandatory yet. However, some “best performers” are already undertaking this path by aiming to achieve a higher level of audit assurance on selected KPIs. INSIGHT | Focus On

18 IMPACT: Going beyond the numbers Is the grid the new bottleneck? Technology and supply chain are the answers Expanding and upgrading the electricity grid – known as “grid hardening” – is urgently needed to make renewable energy part of our daily lives. Only a more robust electricity grid will be able to meet the growing demand for energy, a broad switch to electrification, and to integrate the influx of renewable energy that will be available in coming years to meet emissions reduction targets.

19 INSIGHT | Focus On “The development of more reliable and smarter grid infrastructure for power transmission and distribution is key for the integration of renewables” said Juan Mogollon, Energy Division Executive Vice President at Prysmian Group. “The ambition of Prysmian is to act as an enabler for accelerating the energy transition by supporting the development of greener and smarter power grids with innovative cable technologies, ensuring higher performances, reliability and sustainability.” The U.S. Energy Transitions Commission found in a recent report that around $ 3.5 trillion a year of capital investment will be needed on average between now and 2050 to build a net-zero global economy, up from $ 1 trillion per annum currently. Of this, it said 70 percent is required for low-carbon power generation, transmission, and distribution. Last year the U.S. government announced $ 13 billion in new financing opportunities to expand and modernize the nation’s electric grid. Alongside a $ 2.3 billion program for grid resilience investments to reduce impacts due to extreme weather and natural disasters, this funding is part of its “Building a Better Grid Initiative ”. As power demand continues to surge, the present infrastructure has left the U.S. and Europe facing a growing capacity crisis and emerging bottlenecks. Grid operators are rushing to increase investments to build adequate networks to avoid the power instability that leads to higher electricity costs. The need for grid hardening has come into sharp focus in recent months in the U.S., after President Joe Biden approved an ambitious plan to produce more renewable energy to help the U.S. reach a goal for net zero emissions by 2050. The integration of renewable sources such as wind and solar needed for the shift from fossil fuels will require much more grid capacity. And the increased electrification of previously fossil-fueled processes and industries, at the same time, will increase energy demand, possibly from renewable sources. Grid hardening will also involve changing the layout of the grid, as the locations of renewable energy sources are far from their point of consumption. This will require the building of new and substantial power lines and adjustments to avoid congestion. Due to the intermittent nature of renewables, grids will also need new links to storage and management systems. All of these changes call for significant financing and enhancement of the grid. 3.5$ trillion/year Capital investment needed between now and 2050 13$B "Building a Better Grid Initiative" GRID HARDENING INVESTMENTS IN THE U.S. 70% of which for low-carbon power generation, transmission and distribution to expand and modernize the grid

20 IMPACT: Going beyond the numbers In Europe, grid hardening has become a top priority, as the importance of a stable and secure energy supply to power its economies has also come into sharper focus as the war in Ukraine grinds on. The European Union has implemented several initiatives to strengthen the continent's electricity infrastructure, including the European Commission's Clean Energy Package, which aims to modernize and secure the EU's electricity grids. About € 584 billion of investment in the electricity grid will be required, between 2020 and 2030, in particular in the distribution grid, according to an EU action plan to digitalize the energy grid released in October 2022. A substantial part of these investments will need to be in digitalization, the plan said. One of the main strategies for grid hardening in Europe is the deployment of advanced technology such as smart grids, energy storage systems, and digital control systems. Smart grids use advanced sensors, communication networks, and control systems to optimize the flow of electricity and prevent blackouts. Energy storage systems, such as batteries, can store excess energy during periods of low demand and release it during peak demand, thus reducing stress on the grid. Digital control systems use advanced algorithms and machine learning to monitor the grid's performance and predict potential failures. Grid hardening in the EU and US is underway, because it is more crucial than ever. But energy project developers, particularly in the U.S. ,are facing several hindrances – often called “bottlenecks” -- when it comes to securing permits, making connections to the network, and ensuring sufficient supply lines are available. At the end of 2022, more than 10,200 projects were seeking grid interconnection across the U.S., covering over 1,350 GW of generation and an estimated 680 GW of storage, according to the research center Lawrence Berkeley National Laboratory (LBNL). Solar energy accounted for more than 70 percent of all active generator capacity in the bottlenecks, though substantial wind and gas capacity is also in development, LBNL said the bottlenecks are widespread across the U.S. but some states stand out, with Texas having 13% of proposed solar, storage, and gas, and 7% of proposed wind, New York having 23% of all proposed wind (mostly offshore), and California having 14% of proposed storage. Plans to construct new electricity infrastructure often have to contend with local opposition. Objections are often related to environmental arguments such as the need to preserve farmland and rural areas, concerns about the scenic impact on the landscape and effects on local wildlife. DELAYS AND HURDLES GRID HARDENING IN THE EU To speed up grid hardening in Europe, the EU in November 2022 agreed to new temporary regulations recognizing renewable projects as “an overriding public interest.” It also agreed to limit the environmental impact assessment.

21 INSIGHT | Focus On Raising awareness about how building new power supply lines and equipment makes up an essential part of the shift to zero emissions energy production and the fight against climate change can add important input to these discussions. Modernization of the grid is also needed to incorporate greater intelligence for smart grid formats and to prepare for increasing electrification requirements in transport and in homes. Grids have to shift from one-way energy flow – from utility to consumer, to two-way energy traffic related to residential solar panels and other systems which will see energy flowing both ways. Further investments will be needed in smart grids that are able to measure, monitor and regulate energy flaws. Enhancements to electricity grids must also consider their vulnerability to extreme weather. In the U.S. much of the current infrastructure is above ground, and is now contending with heavier rainfall, higher temperatures and more severe events, leading to more frequent disruptions. Prysmian Group is working with its partners in the U.S. and around the world to help reinforce electricity grids and prepare them for the energy transition by providing robust, sustainable and innovative cable technologies that make renewable energy part of our daily lives by bringing it to homes, factories and industries INTELLIGENCE AND RESILIENCE New technologies such as predictive maintenance systems give utilities real-time control of grid power status, enabling them to quickly isolate and fix problems, avoiding outages. 584 €B Investment in the electricity grid between 2020 and 2030 European Commission's Clean Energy Package An initiative which aims to modernize and secure EU's electricity grids GRID HARDENING IN THE EU Advanced technologies deployed: \ Smart grids \ Energy storage systems \ Digital control systems

22 IMPACT: Going beyond the numbers PRYSMIAN GROUP TO SEIZE opportunities from electrification Juan Mogollon, EVP Energy Division: “The upgrade of power distribution grids to bring renewable energy closer to our daily reality is urgent. That’s a fact” Focus on tech-innovation, sustainable supply chain and customer proximity to support Wind and solar generation, grid hardening and e-mobility Discover how we bring energy to power lives and communities Explore our 3D journey

23 Prysmian Group, world leader in the energy and telecom cable systems industry, increases its focus on seizing growth opportunities stemming from ever-increasing electrification processes. Shifting to renewable energy sources is a sweeping transformation that the world is undergoing, with power transmission grids playing a key role in the dispatching over longer distances and at higher voltage, and power distribution grids proving to be equally and increasingly crucial for integration and flexibility at lower voltages and for residential and commercial usage. “To make solar and wind energy part of our daily reality and reach homes, office buildings, factories, and infrastructures we need stronger and more resilient power distribution grids and, therefore, cables. That’s a fact”, says Juan Mogollon, EVP of Prysmian Group’s Energy Division. As recently published in the Group’s full year 2022 results, the Energy Division is now much less cyclical than in the past, thanks to a favorable business mix and a higher geographical diversification. 50-60% of the division’s revenues are generated from businesses supported by secular drivers, like Renewables, Power Grid, Mining, Mobility and Data Centers. The Group has recently introduced Prysmian PRYSOLAR, the most innovative Photovoltaic Cable Solution in the market today, with durability tested and guaranteed for over 30 years, and with maximum reliability to reduce maintenance cost and optimise solar park efficiency. Prysmian Group’s growth strategy is accompanied by increasing communication efforts aimed at providing a new narrative of the Energy Division for the benefit of both customers and the financial community. To this purpose the Group has launched a new interactive platform providing insights on how Prysmian Group enables clean energy to power lives, communities, and everything around us. “The development of high-tech solutions to support sustainability and accelerate carbon emission reduction is in the DNA of our R&D team: for example, the E3X® Robot System, launched in North America, reduces power losses in Overhead Transmission Lines. Also, we are increasing the recycled content in our products and our Design4Sustainability framework is a mainstay of our innovation approach”, remarks Mogollon. INSIGHT | Focus On

24 IMPACT: Going beyond the numbers ACHIEVING ISO 37002:2021 Whistleblowing Management Systems Certification Prysmian Group has achieved ISO certification for its whistleblowing program, which offers a helpline for individuals who wish to report professional misconduct, confirming the effectiveness of the company’s approach to identifying fraud and unethical practices. People first At the end of 2022, Prysmian became the first business in Italy to achieve the ISO 37002:2021 “Whistleblowing Management Systems” certification, following a similar recognition it received for its anti-bribery management program in 2021.

25 Around the world, tip-offs have played such a notable role in uncovering improper behavior at work that they have been encouraged by many major international corporations. Prysmian Group’s Helpline complies with the latest in best practice and ethical compliance matters, all the while further raising awareness of the group’s policies towards battling corruption. “We offer the chance for employees, suppliers and third parties in general, anyone who is a stakeholder of the Prysmian Group, to report suspected violations of group policies or agreements through the use of this tool, via several means: either online, by telephone, or by talking to colleagues from compliance” said Giorgio Totis, Prysmian Group Compliance VP & DPO. Prysmian Group’s dedicated and secure channels are managed by an external independent company, which has a binding mandate to protect the identity of anyone who uses the Helpline. The external company also acts as an intermediary for any required follow-up information, related questions and answers, as well as details about how the case is resolved. Alongside these channels, it has been created the Integrity First Helpline Committee, composed by Internal Audit, Compliance, HR and Legal, to accurately assess any reports, perform specific investigations into cases where required, and adopt suitable and coherent measures. Giorgio indicated that the certification was not an endpoint for the company, but a chance to constantly measure the “state of art” of its whistleblowing program, reevaluate and improve its policies. “This is further proof of the genuineness and the functioning of the systems of compliance, which serve as an alarm bell to prevent much more serious problems that could occur in the future,” he said. The latest data indicated that the complaints to the Helpline commonly relate to issues such as possible discrimination or favoritism in the workplace, conflicts of interest, alleged corruption and accounting irregularities. In 2022, 76 reports were received, and 62 of these were closed by the end of the year, as disclosed in detail in Prysmian’s 2022 Sustainability Report available on its website. Corrective actions included process and policy improvements, verbal or written warnings, training sessions and, where warranted, dismissals. “First of all, this is about a speak-up culture. A speak-up culture allows everyone to report things that they think are not in line with our company’s values” pointed out Ernesto Marzano, Head of Industrial Relations, Employment Governance and Security. “It is also important for us to know what is not working. Through these reports, we can improve the company’s culture. This also involves condemning, punishing and modifying behaviors that are wrong and giving the sense to our colleagues, our employees, that we are an ethical, integrated and sustainable company that does not need to take shortcuts to be positioned as we are.” As a public company with a broad shareholder base and no controlling shareholder, transparency in actions and disclosure has always been a cornerstone of Prysmian Group’s strategy. International investors and financial organizations are attentive to transparency issues surrounding sustainability, governance and risk compliance. Prysmian Group plans to further expand its operations, where the energy transition is driving new investments. Therefore, its global compliance needs to be aligned with the standards in these markets. Not and endpoint, but a step forward The certification is to be seen as a chance to constantly measure the “state of art” of its whistleblowing program, reevaluate and improve its policies. INSIGHT | People First

26 IMPACT: Going beyond the numbers TAKING CABLE TECHNOLOGY a step further with 525 kV Tracking the Future 525 kV at a glance

27 As the energy transition gathers speed, new renewable energy capacity is driving a shift to super- powerful high voltage 525 kV cables that carry nearly double the amount of power across land and under the sea than previous systems could. Prysmian Group has launched its new 525 kV HVDC cable technology, making a significant step forward towards more efficient, reliable and eco-friendly integrated solutions for high voltage systems. Prysmian’s 525 kV systems can connect remote power generation areas such as wind generationrich regions to major consumption centers, typically located far from renewable energy sources, while also reducing the required land usage and ensuring lower environmental impact. These solutions are helping its customers meet their energy goals quickly, more effectively, and at a lower cost. The pace at which renewable power needs to be connected each year must increase if governments are to meet challenging emissions-reduction targets: installing a more robust power each link is the only way to deploy the needed energy infrastructure in time. Prysmian Group’s integrated 525 kV solutions for the energy transition encompass all stages of a land or submarine project, spanning every phase from design and engineering knowhow to cable manufacturing, and then to installation on land, or underwater with the group’s continually expanding fleet of state-of-the art vessels. Prysmian’s 525 kV extruded land cable systems are qualified with two different insulation materials, XLPE and P-Laser, both designed to operate at very high electrical stresses. The newly developed XLPE material allows reaching cable voltage levels up to 600 kV, while reducing thicknesses at standard voltages with lighter and less expensive cables. P-Laser cable technology is based on a High-Performance Thermoplastic Elastomer (HPTE) insulation, an in-house developed insulation material based on polypropylene. P-Laser is fully recyclable, a key advantage for the end of life stage of obsolete HVDC links. The P-Laser production process has a low energy consumption, so its carbon footprint is up to 30% less than for XLPE. P-Laser technology is fully compatible with existing cable accessories and can be integrated in networks using different insulation technologies. Prysmian Group is now launching its 525 kV XLPE submarine cable into the market with tenders in both Northern Europe and the Mediterranean. Prysmian’s MIND cables are the only technology installed and in operation at depths of 1600 m. INSIGHT | Tracking the Future XLPE TECHNOLOGY P-LASER TECHNOLOGY MIND TECHNOLOGY 600 kV cable voltage levels UP TO with existing HVDC cable accessories FULL COMPATIBILITY -30% carbon footprint as compared to XLPE UP TO

28 IMPACT: Going beyond the numbers PRYSMIAN BREAKS ITS OWN RECORD with even smaller Sirocco HD cable for FTTX and 5G networks With demand for digital services soaring - be they 5G, augmented reality, edge computing or simply heavier internet traffic - Prysmian Group is uniquely positioned to support the exponential growth of data traffic. Early in 2023, its Sirocco range of microduct fibre optic cables broke its own record for cable density, offering an even further reduced diameter that makes them an unrivalled space-saving solution.

29 Sirocco HD THE CABLE RANGE OF RECORDS fibres per mm2 fibres in a diameter of 11 mm 9.1 864 WORLD RECORD FIBRE DENSITY Prysmian Group has extended its Sirocco HD range to a new cable boasting 864 fibres in a diameter of 11.0mm, providing a fibre density of 9.1 fibres per mm2 that is installable into a 13mm duct. Prysmian Group’s Scirocco cables are designed to help network operators meet the challenges of ever-increasing pressure to save space, time and costs. They need to become as efficient as possible when it comes to making use of space, and providing high-performing, future-fit solutions. Using Prysmian’s BendBrightTM A2 200 µm single-mode fibres (G.657.A2), Sirocco microduct cables have a smaller diameter than other cables on the market, making it possible to install more fibres within a limited space. Their reduced diameter also enables the use of smaller ducts for new installations, resulting in lower installation costs and the use of less raw material. This provides benefits for both the total cost of network deployment and the environmental footprint to meet sustainability goals and requirements. With their high fibre count and reduced diameter, Sirocco microduct cables make installation faster and more cost effective. Specifically designed for air-blowing installation, they are the ideal component for high-density access networks, FTTx and 5G infrastructure. Sirocco HD microduct cables are ready for evolved systems, totally compatible with any already-installed legacy G652 fibre, and truly future-proof. Available in fibre counts from 96 to 864 and conforming to international standards for optical and mechanical performance, the Sirocco HD cables also benefit from the use of Prysmian’s PicoTube technology making them up to 20% smaller than previously available microduct cables. Sirocco HD product enhancements show the Group’s commitment to respond to the evolving needs of the market and to offer a scalable solution that’s high-density, physically compact, and easily deployable for a future-fit solution. INSIGHT | Tracking the Future Ready for evolved systems, totally compatible with any already-installed legacy G652 fibre, and truly future-proof 20% making cables smaller up to PICOTUBE TECHNOLOGY

30 PRYSMIAN PRYSOLAR, CABLE SOLUTIONS FOR THE SOLAR PV INDUSTRY. Born to face the unpredictable. IMPACT: Going beyond the numbers

31 Prysmian Group has capitalized on more than 20 years of experience in solar PV cables and developed Prysmian PRYSOLAR, cable solutions designed to face even the most unpredictable challenges coming from the fast-growing solar applications market and anticipate the future. Prysmian PRYSOLAR was launched for the first time in February 2023. Thanks to an innovative and first-in-the-industry test protocol that certifies long term resistance in water for DC cables, WET-I 1500, Prysmian PRYSOLAR offers extreme climate strength and +30-years lifetime, which – for customers - translate into reliable return on investment, increased operation efficiency of assets, reduced OPEX and lower levelized cost of energy. With the introduction of Prysmian PRYSOLAR, now the Group has the most comprehensive production and capability footprint suitable to serve every customer in every continent. Prysmian PRYSOLAR offers several important advantages. Extreme climate strength: long term immersion in water is a major cause of cable failures, which result in detrimental impacts. Downtimes translate into reduced profits and increased losses. The better a cable withstands operation-critical conditions, the least likely it is to fail. This is the reason why we have designed a first-in-the-industry test protocol that certifies long term resistance in water for DC cables. Increased operational efficiency of assets. Climate changes are generating more and more unpredictable events. Solar cable standards still do not provide for long term resistance in water, which is one of the major causes of cable failures. A cable with long term water resistance guarantees reliability even in the most unpredictable event. Prysmian PRYSOLAR reliability translates into higher asset efficiency, reduced OPEX and lower Levelized Cost Of Energy. Sustainability is not only an intrinsic characteristic of a product. It is also about the entire supply chain involved. With the introduction of Prysmian PRYSOLAR, now Prysmian Group has the most comprehensive production and capability footprint suitable to serve every customer in every continent. “Solar photovoltaic generation is set to cover more than 50% of the global electricity demand by 2050. Return on investment, asset efficiency, OPEX and Levelized Cost Of Energy are among the main and most critical priorities for our customers in the solar industry. Prysmian PRYSOLAR is a new generation of cables designed to provide our solar customers with peace of mind in these areas” says Vanessa Alvarez, SVP Industrial Specialties, Prysmian Group. INSIGHT | Tracking the Future Solar PV cables are critical system components, and their failure disrupts power generation. Extreme climate events like heavy rains and floods may cause cable deterioration and failure with negative consequences on power generation capacity, reliability of power supplies and return on investment. Increased OPERATION EFFICIENCY EXTREME climate strength Reliable return on investment and +30 YEARS LIFETIME SUSTAINABLE supply chain SUSTAINABLE SUPPLY CHAIN

32 IMPACT: Going beyond the numbers Prysmian has committed to net-zero goals that call for it to increase its revenue from low-polluting products, as well as increase waste recycling and cut down on emissions. With ECO CABLE, Prysmian provides transparent and clear indications and information on the ‘greenness’ of cables it produces, based on the group’s three key drivers: sustainability, reliability, and quality. Prysmian Group has launched the industry’s first green-certified optical fibre cables, sold under the group’s ECO CABLE label, starting in May in Europe and rolling out across the rest of the world later in 2023. Prysmian Group launches its green-certified optical fibre cables UNDER ITS ECO CABLE LABEL GREEN INSIDE