FULLTEXT DEL 2 AV 4
Årsredovisning 2025
43 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTGENERAL INFORMATION IRO-2 Disclosure requirements in ESRS covered by the undertaking’ s sustainability statement Since ESRS E1, E3, E5, S1, S2 and G1 were identified as material topics, all Disclosure Requirements (DR) under these standards are disclosed, together with all cross-cutting DRs under ESRS 2. A full overview of these DRs, including the section and page reference where each requirement is addressed, is presented below. ESRS standard Disclosure Requirement Location (page) ESRS 2 GOV-1, GOV-2, BP-1 30 ESRS E1 E1-1 to E1-9 46 ESRS E3 E3-1 to E3-5 57 ESRS E5 E5-1 to E5-6 60 ESRS S1 S1-1 to S1-17 70 ESRS S2 S2-1 to S2-5 84 ESRS G1 G1-1 to G1-6 90 Data points deriving from other EU legislation In accordance with ESRS 2 ITAB Group has identified the ESRS data points that originate from other EU legislation and confirms that these are included in the sustainability statement. These data points relate pri - marily to requirements stemming from the EU Taxonomy Regulation, the Non-Financial Reporting Directive (NFRD) legacy requirements applica - ble during the transition, and specific labour-related disclosures deriving from EU occupational health and safety legislation. A cross-reference table is provided in Appendix A on page 94, indica - ting for each relevant item the corresponding ESRS datapoint and the page on which it is disclosed in this Sustainability Statement. EU Legislation / Requirement Data point required Location in Sustainability Statement Applicability EU Taxonomy Regulation (Reg. 2020/852) Turnover, CapEx, OpEx: eligibility & alignment p. 66 Applicable EU Taxonomy Delegated Acts (activities disclosures) Substantial contribution criteria, DNSH, minimum safeguardsp. 66 Applicable Sustainable Finance Disclosure Regulation (SFDR) PAI indicators relevant for investee companies (GHG emis- sions, waste, water, etc.) p. 54, 55, 59, 65 (within E1/E3/E5) Applicable for investors; ITAB reports relevant data EU Whistleblowing Directive (2019/1937) Existence of confidential & anonymous whistleblowing channel p. 91, 92 (G1-1) Applicable EU Occupational Health and Safety Framework Directive Worker health & safety performance metrics p. 76, 78, 81, 87 (S1-6, S1-8, S1-14 & S2-4) Applicable Equal Treatment Directives (gender equality) Gender diversity metrics p. 79, 80 (S1-9, S1-12) Applicable Working Time Directive Working time / work–life balance descriptions p. 81 (S1-15) Applicable Stakeholder-informed threshold setting Stakeholder engagement plays a central role in validating our materiality conclusions. Through targeted consultations, surveys, and structured dia - logue, we collect perspectives from employees, suppliers, customers, inve - stors, and community representatives. Stakeholder perspectives are trans - lated into an interest scale, which is used to adjust the weighting applied to the scale, scope and irremediability criteria for impact materiality, and to refine likelihood estimates in the financial assessment. This ensures that the DMA reflects both stakeholder expectations and ITAB Group’s strategic priorities. Forward-looking considerations The DMA also identifies topics that are not material today but may become material in the future due to regulatory developments, industry trends, or changes in stakeholder expectations. These topics are monito - red annually to ensure that emerging issues are captured promptly and transparently in future assessments. Documentation, approval and transparency All materiality determinations, including the justification for excluding non-material topics and the potential for future materiality, are documen - ted within the DMA. The DMA methodology, scoring outcomes, and mate - riality conclusions are reviewed and approved annually by Group Mana - gement and the Board of Directors. This documentation is maintained for internal review and supports transparent reporting by clearly distinguish - ing between topics that are material, non-material, or potentially material in future reporting cycles. By maintaining a focused threshold for materiality and integrating clear stakeholder and forward-looking insights, ITAB Group ensures that its sustain ability strategy remains impactful, aligned with ESRS requirements, and supportive of long-term business resilience and value creation. ===== SIDA 44 ===== 44 P.ITAB Group | Annual & Sustainability Report 202544P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTGENERAL INFORMATION Environment E1 Climate change E2 Pollution E3 Water and marine resources E4 Biodiversity and ecosystems E5 Resource use and circular economy Social S1 Own workforce S2 Workers in the value chain S3 Affected communities S4 Consumers and end-users Governance G1 Business conduct Financial Materiality Immaterial Significant Critical Impact Materiality Immaterial Significant Critical E5 E1 The size of the circle denotes the stakeholder interest in the topic. The position of the topics in each square should not be interpreted in any specific order. Double Materiality Assessment G1E2 S3 S4 E4 E3 S1 S2 ===== SIDA 45 ===== 45 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORT Environment Our commitment to environmental stewardship extends beyond mandatory reporting require - ments. Through these disclosures, we aim to provide a transparent view of our progress, challenges, and ambitions in reducing our environmental impact. This section reflects our proactive approach to sustainability, demon- strating how we integrate environmental consi de- rations into every aspect of our operations. The tables that follow present detailed information aligned with the E1, E3, and E5 topics of the ESRS framework. These disclosures cover key areas such as greenhouse gas emissions, resource use, and circularity initiatives. By sharing this data, we seek to foster account - ability and enable stakeholders to assess our performance against industry benchmarks and global sustainability goals. Our narrative is guided by the principle that environmental responsibility is not only a regulatory obligation but a strategic prio - rity. We recognise that addressing climate change, resource effi - ciency, and waste reduction requires continuous improvement and collaboration. These disclosures illustrate our progress and reaffirm our commitment to creating long-term value for both society and the environment. E1 Climate change E1-1 Transition plan for climate change mitigation 46 ESRS 2 SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model 46 ESRS 2 IRO-1 Description of the processes to identify and assess material climate-related impacts, risks and opportunities 48 E1-2 Policies related to climate change mitigation and adaptation 50 E1-3 Actions and resources in relation to climate change policies 51 E1-4 Targets related to climate change mitigation and adaptation 52 E1-5 Energy consumption and mix 52 E1-6 Gross scopes 1, 2, 3 and Total GHG emissions 55 E1-7 GHG removals and GHG mitigation projects financed through carbon credits 56 E1-8 Internal carbon pricing 56 E1-9 Anticipated financial effects from material physical and transition risks and potential climate-related opportunities 56 E3 Water and marine resources ESRS 2 IRO-1 Description of the processes to identify and assess material water and marine resource-related impacts, risks and opportunities 57 E3-1 Policies related to water and marine resources 58 E3-2 Actions and resources related to water and marine resources 58 E3-3 Targets related to water and marine resources 59 E3-4 Water consumption 59 E3-5 Anticipated financial effects from water and marine resources- related impacts, risks and opportunities 59 E5 Resource use and circular economy ESRS 2 IRO-1 Description of the processes to identify and assess material resource use and circular economy-related impacts, risks and opportunities 60 E5-1 Policies related to resource use and circular economy 61 E5-2 Actions and resources related to resource use and circular economy 62 E5-3 Targets related to resource use and circular economy 62 E5-4 Resource inflows 63 E5-5 Resource outflows 64 E5-6 Anticipated financial effects from resource use and circular economy-related impacts, risks and opportunities 65 ENVIRONMENT ===== SIDA 46 ===== 46P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTENVIRONMENT E1-1, E1-4, SBM-3 Transition plan for climate change mitigation Alignment with 1.5°C and GHG reduction targets ITAB Group has developed a transition plan intended to align the Group with a 1.5°C pathway under the Paris Agreement The Group has established a 2025 base year fol - lowing full operational control of ITAB and HMY. Preliminary near-term and long-term GHG reduction pathways have been developed for scopes 1, 2 and relevant scope 3 Categories. These trajectories are based on recognised climate science methodologies and are currently under internal review. Scope 3 emissions are currently being calculated using a spend-based methodology, drawing on the Group’s 2025 procurement data cube. This work is ongoing and will be finalised after publication of the Annual Report. The results will be used to strengthen the Scope 3 baseline and inform calibration of the Group’s longer-term decarbonisation pathway. These pathways are currently under internal review. Final targets will be submitted to Group Management and the Board for approval in quarter 2 of 2026. Once approved they will be disclosed in full in accordance with ESRS E1-4 – Targets related to climate change miti - gation and adaptation. Until approval, the Group discloses the following: The Board of Directors is reviewing proposed science- based GHG reduction trajectories aligned with a 1.5°C pathway. These trajectories include near-term (2030) and long-term (2050) reduction pathways for scopes 1, 2 and relevant scope 3 emissions. Target-setting follows recognised climate science methodologies and international decarbonisation guidance. The values referenced in internal planning are provi - sional and subject to change, and therefore are not disclosed publicly at this stage. What is the 1.5°C pathway? The 1.5°C pathway describes a global effort to limit the increase in average global temperatures to 1.5°C above pre-industrial levels, in order to significantly reduce the risks and impacts of climate change. Scope 1 the emissions from owned or operated assets (primarily emissions from the Group's paint lines) Scope 2 the emissions from purchased energy Scope 3 the emissions from everything else (suppliers, distributors, product use, etc.) E1 Climate change The Group continues to evaluate internationally reco - gnised external validation frameworks. A decision regarding potential external validation will be made during 2026 following further assessment of methodo - logical alignment, scope 3 data maturity and the long-term economic implications for the business. Regardless of this assessment, ITAB Group intends for its approved targets to be grounded in recognised cli - mate science and aligned with the objectives of the Paris Agreement. Decarbonisation levers and key actions ITAB Group has identified the key decarbonisation levers required to deliver the transition plan: Scope 1 Transition of heating from fossil fuels to electrified or renewable alternatives (e.g., heat pumps, electrification, certified biogas). Efficiency optimisation of onsite combustion processes. Scope 2 Transition to certified renewable electricity sourcing. Onsite generation opportunities, including solar PV and biomass solutions. Energy-efficiency improvements across all manu - facturing sites. Scope 3 Integration of circular design principles into product development. Use of material-level GHG estimators to assess and reduce product impact. Supplier engagement on low-carbon materials and production processes. Procurement standards favouring verified lower-emission alternatives. Logistics optimisation and increased use of low-emission freight options. A detailed decarbonisation roadmap, including mile - stones and dependencies, will be submitted to the Board in quarter 2 of 2026. Work on the aforementio - ned levers is expected to start in the short to medium term after approval. Investments and financial resources The financial requirements of the transition plan, inclu - ding investments in energy efficiency, renewable energy procurement, and product decarbonisation, are being quantified as part of the target calibration and roadmap development process. The estimated capital expenditure (CapEx) and operational expenditure (OpEx) implications will be reviewed and approved by Group Management and the Board. At this stage, the Group confirms: Investment needs are expected to be material but planned and manageable over the transition period. Climate-related investment decisions will be aligned with EU Taxonomy criteria where relevant. The approved financial plan will be integrated into the Group’s capital allocation, budgeting and long term financial planning processes. Final financial commitments will be disclosed after approval in the next reporting cycle. ===== SIDA 47 ===== 47 P.ITAB Group | Annual & Sustainability Report 2025 Locked-in emissions and management plans ITAB Group has identified specific assets with potential locked-in emissions due to their energy-intensive nature and long useful life, including certain paint-line operations, where approximately 80 percent of ITAB Group’s natural gas use take place. These assets pre - sent continued emissions risks unless new technolo - gies are introduced. Mitigation options under evalua - tion include: Transition to renewable or bio-based fuels. Gradual electrification over the next two decades. Efficiency upgrades and/or redesign of processes. The Group does not plan investments that would create additional long-term fossil-fuel lock-in. SUSTAINABILITY REPORTENVIRONMENT E1 Climate change E1-1, E1-4, SBM-3 Transition plan for climate change mitigation Taxonomy alignment and fossil-fuel activities ITAB Group does not conduct activities falling under fossil-fuel NACE codes and records no CapEx associa - ted with fossil-fuel activities. The Group is not excluded from EU Paris-aligned benchmarks and intends to align approved emis - sions-reduction targets with the relevant criteria. Embedding in strategy and financial planning Once approved, the transition plan will be integrated into core strategic and financial processes, including: Long-term business planning Annual budgeting Investment appraisal and capital planning Procurement specifications Product development governance Portfolio steering using lifecycle climate impact metrics Climate transition requirements will be embedded across operational and functional decision-making to ensure delivery of the plan. Climate-related impacts, risks and opportunities have a direct influence on ITAB Group’s business model. The transition to lower-carbon manufacturing processes, materials and energy sources affects our production footprint, supply chain engagement and product offerings. These drivers shape decisions on site investments, product-design principles and custo - mer value propositions. As a result, the Group’s busi - ness model is progressively evolving toward more resource-efficient, low-carbon retail solutions. Governance and approval The Transition plan is being developed under the over - sight of Group Management and will be submitted to the Board for approval in 2026. Following approval, progress will be monitored quarterly and reported to management through the Group’s sustainability governance structure. For ITAB Group, long-term fossil fuel lock-in would typically arise: where the Group invests in energy-intensive manufacturing equipment with a long technical lifetime (10-30 year), where that equipment is designed to operate on fossil fuels, and where conversion to low-carbon alternatives would be technically complex, costly, or disruptive. ===== SIDA 48 ===== 48 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTENVIRONMENT SBM-3, IRO-1, E1-1 Impacts, risks and opportunities The identification and materiality assessment of climate-related impacts, risks and opportunities (required under ESRS E1-IRO-1) are conducted under the Group-wide IRO identification and DMA methodology described in the general disclosures ESRS 2 IRO-1 found on page 41. E1 Climate change Material impacts, risks and opportunities IRO Positive / Negative Actual / Potential Own operations / Value chain Materiality level Management of the IRO Climate change mitigation 1 Renewable energy deployment to reduce its own scope 1&2 emissions: ITAB Group relies on non-renewable energy sources, contributing to scope 1&2 Greenhouse Gas Emissions (GHG). I Negative Actual Own operations Critical • Advance the transition to renewable electricity and low-carbon heating across operations. • Make targeted investments to support renewable and low-carbon energy deployment. Transition to renewable electricity and low-carbon heating to eliminate scope 1&2 emissions. O Own operations Critical • Evaluate long-term renewable electricity supply agreements. • Integrate decarbonisation criteria into operational planning and decision-making. • Monitor progress through oversight by Group Operations and the Sustainability Team. Scope 1&2 GHG emissions from our operations I Negative Actual Own operations Significant • Implement energy-efficiency measures across operations. • Increase electrification of processes and equipment where feasible. • Expand the use of clean and renewable energy sources. • Coordinate monitoring and energy reduction plans through Group Operations and Sustainability Team. Scope 3 GHG emissions from value chain I Negative Actual Value chain Critical • Engage suppliers on emissions reduction and decarbonisation initiatives. • Integrate sustainability criteria into sourcing and procurement decisions. • Increase the use of low-carbon materials where feasible. • Improve the quality and coverage of value-chain emissions data. • Ensure oversight through Group Sustainability and Procurement. Financial and reputational risks associated with ITAB Group’s scope 1, 2 and 3 GHG emissions including potential exposure to carbon pricing, operational costs and stakeholder expectations R Own operations Significant • Integrate decarbonisation pathways into strategic planning and decision-making. • Monitor regulatory, policy and market developments related to climate transition. • Engage proactively with customers and investors on climate-related topics. • Implement actions to reduce operational and value-chain GHG emissions. • Ensuring oversight through Group Management. Climate change adaptation 2 Physical climate risks such as heatwaves, flooding and water stress, pose operational and financial risks across our European footprint and key international supplier locations in the medium term. R Own operations Significant • Monitor site- and supplier-level exposure to physical climate hazards. • Integrate climate resilience considerations into operational and business planning. • Develop mitigation measures such as efficiency upgrades and contingency plans. • Ensure oversight through Group Operations and Sustainability Team Energy 3 Energy consumption at owned and rented properties has a negative environmental impact I Negative Actual Own operations Significant • Implement energy-efficiency measures across facilities. • Optimise equipment and building performance. • Monitor site-level energy consumption to identify reduction opportunities. • Coordinate actions through Group Operations and Sustainability Team. The climate-related assessment, including resilience considerations, was conducted in October 2025 as part of the Group-wide Double Materiality Assessment and will be updated annually. Below are the identified IROs for E1: ===== SIDA 49 ===== 49 P.ITAB Group | Annual & Sustainability Report 2025 Process for identifying climate-related hazards In line with ESRS E1 requirements, we screened our own operations, rented premises and key suppliers for relevant physical and transition-related climate factors. The process included: identification of acute and chronic climate hazards using European and IPCC-aligned datasets; assessment of exposure and sensitivity of assets and business activities to these hazards; analysis of regulatory, policy, market and techno - logy developments affecting the transition to a low-carbon economy; and a scenario-based resilience assessment using two publicly available climate pathways. This approach ensures that climate-related impacts, risks and opportunities are identified consistently and integrated into our overall risk management system. Physical climate hazards and exposure The assessment identified several relevant climate- related hazards across our value chain: Acute hazards: heatwaves, localised flooding and storm events that can affect operations and logistics. Chronic hazards: long-term temperature increases and water stress, particularly in certain supplier regi - ons in Southern Europe and Türkiey. Based on location-specific screening, our sites show low overall exposure to severe physical climate risks. Water stress is monitored in some locations but at pre - sent it does not pose a significant financial threat but has been identified as material, see E3. Only one phy - sical risk was assessed as material: the potential ope - rational and financial disruption caused by acute and chronic climate hazards. Transition risks and opportunities Transition-related impacts are more significant for ITAB Group than physical risks. The assessment highlighted the following: GHG emissions from own operations (scope 1 and 2): exposure to rising carbon pricing and energy market changes. GHG emissions in the value chain (scope 3): high exposure due to the upstream emissions profile of purchased goods and materials. Market and regulatory developments: increasing customer requirements for low-carbon products and greater scrutiny of value-chain emissions. Opportunities: reduced operational emissions through renewable energy deployment, improved energy efficiency, and the development of lower-carbon solutions for customers. Scope 3-related impacts were classified as critical, reflecting their scale relative to scope 1 and 2. Oppor - tunities related to renewable energy deployment and decarbonisation of our operations were also assessed as material. Transition events with potential material impacts Several transition events could influence our financial and operational performance over time, including: strengthening of EU carbon-pricing mechanisms and related taxation; new regulatory requirements for supply-chain transparency and GHG reporting; customer procurement standards favouring low-carbon product specifications; and technological developments affecting material choices and energy use. SUSTAINABILITY REPORTENVIRONMENT These events may result in increased operating costs, the need for targeted capital investments, and shifts in customer demand. At the same time, they present opportunities to enhance our product offering and support customers in achieving their sustainability objectives. Climate-scenario analysis and resilience A qualitative scenario analysis was carried out using two contrasting climate pathways: an accelerated EU-aligned transition scenario (approx. 1.5°C), and a delayed transition/high physical risk scenario (>3°C). Under both scenarios, ITAB Group’s predominantly Euro- pean footprint, diversification of suppliers and ongoing decarbonisation initiatives support overall business resi- lience. Transition risks were found to have the most immediate relevance to our operations, while physical risks are expected to remain limited in the medium term. E1 Climate change SBM-3, IRO-1, E1-1 Impacts, risks and opportunities ===== SIDA 50 ===== 50 P.ITAB Group | Annual & Sustainability Report 2025 ITAB Group has established Group-level environmen - tal and climate-related policies that guide our app - roach to reducing greenhouse gas emissions, improving energy efficiency, strengthening climate resilience and promoting sustainable product design. These policies apply to all manufacturing sites and offices under ITAB Group’s operational control. While the policies do not yet formally extend to the broader value chain, aspects such as pro - duct design, material choices and supplier expecta - tions are influenced through other frameworks, including the Supplier Code of Conduct and Sustai - nable Procurement Policy and are complemented by local environmental policies and procedures where needed. Policy objectives and scope The Group Environmental Policy outlines ITAB Group’s commitment to: reducing greenhouse gas emissions across scopes 1, 2 and 3, increasing the share of renewable energy used in our operations, establishing a robust baseline and calculation methodology for scope 3 based on recognised greenhouse gas accounting standards and climate science methodologies, integrating circular design principles into product development, and promoting responsible resource use and waste minimisation across the value chain. These commitments guide both operational practices and decision-making across procurement, product development, site management and logistics. SUSTAINABILITY REPORTENVIRONMENT SBM-3, E1-2 Policies E1 Climate change Alignment with climate change mitigation and adaptation objectives To address climate change mitigation and adapta - tion our policies require: systematic measurement and reduction of GHG emissions, transitioning towards renewable and low-carbon energy sources, continuous improvement of energy efficiency across all sites, assessing exposure to physical climate risks and integrating findings into local site contingency planning, responsible water management, particularly in regions vulnerable to water scarcity, and engagement with suppliers on low-carbon materials, transparency and responsible production practices. This ensures climate considerations are embedded across both own operations and the broader value chain. Design principles for circular and low-carbon products Product development is governed by formal ITAB Group Design Principles, which incorporate: circularity requirements (modularity, reuse, recyclability), material selection rules prioritising lower-emission materials where commercially viable, lifecycle-based carbon impact estimation tools for assessing product choices, and alignment with forthcoming EU Ecodesign and ESPR (Ecodesign for Sustainable Products Regulation) requirements. As material selection is a major driver of ITAB Group’s scope 3 emissions, these principles form a critical lever for decarbonisation. Implementation and Management Systems Several ITAB Group sites operate under ISO 14001-certified environmental management systems, which operationalise the Group policy through site-level objectives, risk registers, audit cycles and continuous improvement processes. Responsibilities for implementation are assigned as follows: Group Management oversees climate and environmental policy and approves updates. Sustainability function develops methodologies, monitors progress and supports sites. Local Site Management implements energy, emissions, waste and water programmes. Product-development teams apply design and material selection principles. Monitoring is carried out through quarterly reporting to the Group sustainability governance structure, ensuring consistent application across all regions. Policy review and continuous Improvement In support of ITAB Group’s transition plan under development the Group policy is updated regularly to reflect: evolving climate science and recognised decarbonisation methodologies, regulatory developments (e.g., EU Fit for 55, Ecodesign for Sustainable Product Design), climate risk assessment outcomes, and new opportunities for decarbonisation and circularity. Policies are reviewed periodically and updated when material changes occur in sustainability strategy, risk profile or regulatory expectations. ===== SIDA 51 ===== 51 P.ITAB Group | Annual & Sustainability Report 2025 To decarbonise ITAB Group in a cost-effective way, we have initiated a structured programme of climate- related actions across our operations and value chain. In 2024, an on-site energy and decar - bonisation audit was carried out at one of the Group’s largest sites; Boskovice in Czechia by specia - list energy consultants, forming the basis for a Group-wide decarbonisation roadmap. While most actions currently focus on climate change mitiga - tion, initial steps to strengthen climate adaptation and physical resilience have also been launched. The actions described below contribute to strengthening the Group’s emissions baseline, impro - ving data quality and building implementation capabilities required to deliver the transition plan and support the calibration of robust climate targets. E1-3 Actions and resources Energy efficiency and process optimisation In 2024, ITAB Group completed an in-depth energy and decarbonisation audit at its Bosko - vice site in Czechia. The findings from this audit will be used to develop a new energy-reduction methodology during 2025, which is intended to be progressively rolled out to other major sites from 2026. These actions are expected to support gradual reductions in energy consumption and associated scope 1 and scope 2 emissions as site-level measures are implemented. Renewable and low-carbon energy deployment ITAB Group continues to increase the share of renewable and low-carbon energy in its opera - tions through a combination of on-site genera - tion and renewable electricity sourcing. A solar photovoltaic installation at the Scaperia produc - tion site in Italy, commissioned in 2023, comple - ted its first full year of operation in 2024. In 2025, solar PV was brought online at the Cariñena faci - lity in Spain, supplying approximately one third of the site’s electricity demand from on-site renew - able generation. In addition, biomass heating continues to be used at the Stadsbygd site in Norway, and operations in the UK have transitio - ned to renewable-sourced electricity contracts. ITAB Group is also evaluating the deployment of additional solar installations at selected sites from 2026 onwards. Together, these actions support ITAB Group’s long-term objective of reducing reli- ance on fossil-based energy in its own operations and mitigating scope 1 and scope 2 emissions. Low-carbon products and circular design ITAB Group is addressing scope 3 emissions through the development of lower-carbon products and the integration of circular design principles. During the reporting period, ITAB Group launched SigmaGate 2, a new retail technology product with a 49.5 percent reduction in product carbon footprint compared to its predecessor, based on a product life-cycle assess - ment. In parallel, ITAB Group continues to develop eco-design principles and circular solutions aimed at reducing material intensity and extending product lifetimes, supporting longer-term reductions in value- chain emissions. Greenhouse gas emission targets development ITAB Group is progressing the development of green - house gas emission reduction targets through the consolidation of Group-wide scope 1, scope 2 and relevants scope 3 emissions baselines, which will inform the development of a Group decarbonisation roadmap. Near-term emission reduction targets for scopes 1, 2 and 3 are under development using cli - mate science methodologies. In parallel, site-level energy efficiency and decarbonisation projects are being aligned with decarbonisation trajectory to help ensure that near-term investments remain compatible with the Group’s long-term emissions reduction trajec - tory. The Group continues to assess whether external validation of its climate targets would provide strategic value, taking into account methodological alignment, data maturity and the long-term economic implica - tions for the business. Value chain engagement and supplier decarbonisation ITAB Group is strengthening value chain decarbo - nisation through the Group-wide rollout of a supplier management tool. This platform will sup - port systematic engagement with key suppliers, standardise the collection of sustainability - and GHG-related information, and create a consoli - dated dataset for scope 3 emissions analysis. The tool will initially focus on priority categories such as steel, wood and electronics, enabling ITAB Group to track supplier-reported emissions, iden - tify reduction opportunities and monitor progress over time as part of the decarbonisation roadmap. Climate change mitigation actions and decarbonisation levers ITAB Group’s key mitigation actions are organised around the following decarbonisation levers: SUSTAINABILITY REPORTENVIRONMENT ===== SIDA 52 ===== 52 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTENVIRONMENT E1 Climate change E1-3 Actions and resources Achieved and expected GHG reductions Actions implemented to date have already resulted in measurable improvements in energy perfor - mance at specific sites and in quantified product- level reductions for selected offerings, such as SigmaGate 2. A consolidated quantification of achieved and expected GHG emission reductions across all actions is still under development. ITAB Group is improving its data model and methodo - logies during 2025–2026 with the aim of reporting more granular achieved and expected reductions linked to key actions and decarbonisation levers in future reporting periods. Climate change adaptation and physical resilience actions Although ITAB Group’s current climate programme is primarily mitigation-focused, the Group has begun to integrate adaptation into its risk and investment decisions: Incorporation of physical climate risk consider a- tions (such as heatwaves, flooding and water stress) into Group level risk assessments. Monitoring of water stress and climate-related disruption risks at selected locations, including Italy, Spain, Türkiey and China. Initial business continuity and resilience planning, including contingency measures for energy supply and logistics disruption. Specific adaptation projects and investments are being further developed and will be expanded as part of ITAB Group’s broader climate resilience work. Resources, dependencies and constraints The implementation of these actions depends on the availability and allocation of financial, technical and organisational resources, including: Capital and operating expenditure for audits, metering, equipment upgrades, renewable installations and product redesign. Technical expertise, including external energy and decarbonisation consultants and internal engineering capabilities. Infrastructure and contractual constraints, such as landlord permissions for rooftop solar, grid connection capacity and local market access to renewable energy. These dependencies can influence the pace and sequencing of implementation across sites. ITAB Group prioritises high-impact locations and actions, considering payback periods, feasibility and opera - tional criticality. CapEx, OpEx and link to financial reporting and Taxonomy Climate-related activities described above are funded through regular operating and investment budgets. For the reporting period, climate-related CapEx and OpEx associated with these actions were not yet tracked systematically as a separate category and therefore cannot be fully reconciled to specific line items in the financial statements or to EU Taxonomy key performance indicators. ITAB Group is in the process of implementing improved tagging and classification of climate- related investments and expenses. From future reporting periods, the intention is to: identify significant CapEx and OpEx associated with decarbonisation and climate resilience actions, link these amounts to relevant line items or notes in the financial statements, and where applicable, connect them to Taxonomy- aligned CapEx and CapEx plans in accordance with EU requirements. pathway. Updated, Board-approved targets will supersede earlier internal ambitions and will be pre - sented transparently in future reporting periods. The Group continues to assess whether external validation of its climate targets would provide strate - gic value, taking into account data maturity, metho - dological considerations and long-term economic implications. Scope and intended coverage of future targets Although the targets are not yet final, the ongoing work is designed so that future climate-related targets will: Cover Group-wide scope 1 and scope 2 emissions, reflecting emissions from fuel use and purchased electricity for owned and rented operations. ITAB Group anticipates that the future scope 2 target will be based on the market-based method, in accordance with recognised greenhouse gas accounting standards, while both market-based and location-based metrics will continue to be reported. Include relevant scope 3 categories, in particular purchased goods and services (steel, wood, electronics), upstream and downstream transport, and selected other value-chain categories where ITAB Group has significant influence. Be expressed as gross GHG emission reduction targets, without relying on carbon credits, avoided emissions or removals to meet the core reduction commitments, in line with ESRS E1-4. Be set over clearly defined time horizons (short- (within 1 year), medium- (1-5 years) and long-term (more than 5 years)) consistent with ITAB Group’s time horizon definitions disclosed in BP-2 and the material IROs described in SBM-3 and IRO-1. Status of climate-related targets ITAB Group is committed to significantly reducing its greenhouse gas (GHG) emissions in line with global climate goals and the transition to a 1.5°C-compatible economy under the Paris Agreement. During the reporting period, ITAB Group progressed on deve - loping a Group-wide decarbonisation roadmap and reduction targets for scope 1, scope 2 and relevant scope 3 categories, with the intention to submit these targets to Group Management and the Board in 2026 for approval. The Group is assessing whether external validation of its climate targets would provide strategic value, taking into account methodological considerations, Scope 3 data maturity and long-term economic implications. Final approved targets will be disclosed in accordance with ESRS E1-4 in the subsequent reporting cycle. At the reporting date, these climate-related targets are still under development and have not yet been formally adopted. As a result, ITAB Group does not disclose specific quantitative climate targets (such as percentage reduction figures, base year values or target years) in this report. Once the targets are finali - sed and approved, ITAB Group will disclose them in line with ESRS E1, including scope coverage, base year, target year(s), units of measurement and pro - gress over time. Previously communicated internal ambitions are currently under review as part of the broader deve - lopment of the Group’s decarbonisation roadmap. The previously communicated internal ambitions pri - marily related to improving energy efficiency in own operations, increasing the share of renewable electri - city, and establishing a long-term emissions-reduc - tion trajectory for scope 1 and scope 2. These ambi - tions were directional nature and supported operational decarbonisation efforts. As part of the ongoing target development pro - cess, ITAB Group is consolidating and refining its emissions baseline and long-term decarbonisation E1-4, E1-5 Targets and metrics ===== SIDA 53 ===== 53 P.ITAB Group | Annual & Sustainability Report 2025 The design of these targets is directly informed by the material climate-related impacts, risks and opportuni - ties identified in ESRS E1: Scope 1 and 2 emissions from own operations (energy use and fuel consumption). Scope 3 emissions from purchased materials and products, especially steel, wood and electronics. Opportunities from renewable energy deployment and energy efficiency actions. Transition and reputational risks related to customer expectations, regulation and carbon pricing. Relationship with climate policies, actions and IROs The emerging climate-related targets are intended to provide the quantitative backbone for the policies and actions described in E1-2 and E1-3: They will guide the roll-out of energy and decarboni- sation audits, site-level energy efficiency improve- ments and renewable energy deployment (including solar PV in Italy and Spain, biomass in Norway and renewable electricity contracts throughout the estate). They will steer the development of low-carbon pro - ducts and circular design, including the continued reduction of product-level carbon footprints and expansion of modular and reuse-based solutions. They will support the scope 3 decarbonisation approach, including the Group-wide roll-out of the supplier management tool to collect and consolidate GHG data from key suppliers and enable targeted engagement. In this way, ITAB Group’s future targets will be directly linked to its material climate-related IROs and will serve as a key mechanism for managing the negative impacts and transition risks, while capturing climate-related opportunities. Metrics used to monitor progress Pending formal adoption of quantitative targets, ITAB Group monitors progress on climate change mitiga - tion and adaptation using a set of key performance indicators Total energy consumption and energy mix, inclu - ding the share of renewable energy in ITAB Group’s electricity and heat supply (disclosed in E1-5). Gross scope 1 and scope 2 GHG emissions, (disclosed in E1-6). GHG emissions market based intensity based on net revenue for 2025 is 2.14 tCO2e / MSEK, calculated using “Revenue from contracts with customers” as the denominator and disclosed in the income state - ment on page 128 in Note 6. Operational performance indicators, such as energy consumption per site, per unit of output or per floor area (where relevant), and product-level carbon footprint data for key solutions. Qualitative indicators of customer demand for low-carbon and circular solutions, including opportu- nities with a sustainability profile in the sales pipeline. These metrics are used internally to assess whether ITAB Group is moving in the right direction relative to its developing decarbonisation pathway, even though formal quantitative targets have not yet been finalised. SUSTAINABILITY REPORTENVIRONMENT E1 Climate change Tracking effectiveness and governance In line with ESRS 2 MDR-T, ITAB Group is in the process of building a more formalised target tracking and gover - nance framework for climate-related performance: Data and systems: the Group consolidation and sustain ability reporting tools are being upgraded to improve the accuracy and granularity of climate- related data, including scope 3 and supplier- reported information. Monitoring cadence: key climate metrics (energy, GHG emissions, renewables share and selected intensity indicators) are monitored at least annually at Group level and more frequently at site level, and are reported to Group Management on a quarterly basis. Board oversight: the Board of Directors and the Audit Committee review climate-related performance as part of the broader sustainability and risk reporting cycle, and will review progress against the future validated targets once adopted. Target tracking framework: Following Board approval of the Group’s climate targets the moni to- ring frame work will be updated to explicitly track progress against those targets and to disclose performance in accordance with ESRS E1-4 and the related application guidance. Adaptation-related targets At present, ITAB Group has not yet set separate quantita- tive climate adaptation targets (for example, targets related to physical climate risk resilience, water stress mitigation or climate-related business continuity). Adaptation is currently managed through qualitative objectives and integration of climate-related risks into the Enterprise Risk Management framework, including site and supplier risk assessments and resilience planning. E1-4, E1-5 Targets and metrics As ITAB Group’s understanding of physical climate risks and dependencies evolves, the Group will assess the need to establish specific adaptation indicators and targets (for example, coverage of critical sites by resi - lience measures or water-related efficiency objecti - ves). Any future adaptation targets will be disclosed in accordance with ESRS E1-4 once adopted. ===== SIDA 54 ===== 54 P.ITAB Group | Annual & Sustainability Report 2025 Energy disclosures in this section are prepared in accordance with ESRS E1-5. Energy consumption figures relate to ITAB Group’s own operations and are calculated on a consolidated Group basis, consistent with the organisational boundary used for scope 1 and scope 2 GHG emissions. The reporting period is the financial year 2025, with prior- year figures presented for comparability. The 2024 figures reflect the legacy ITAB Group prior to the acquisition of HMY, whereas 2025 represents the first full reporting year for the combined Group and is therefore considered the first representative baseline for the new organisational structure. The Group has not retrospectively adjusted 2024 figures to include HMY, as reliable historical data for full consolidation prior to the acquisition is not avail - able. Consequently, external factors, primarily the acquisition and integration of HMY, affect the com - parability of 2024 and 2025 figures. All energy amounts are reported as final energy consumption in MWh. Where local data is collected in other units (e.g. kg, kWh or m³), standard conver - sion factors are used to derive MWh. For this disclosure: Fossil sources include coal and coal products, crude oil and petroleum products, natural gas and other fossil fuels, as well as purchased or acquired electricity, heat, steam and cooling generated from fossil sources. Renewable sources include biomass, biofuels, biogas, renewable hydrogen and other renew - able fuels, as well as purchased or acquired electricity, heat, steam and cooling generated from renewable energy and self-generated non- fuel renewable energy (e.g. on-site solar PV). Nuclear sources include purchased or acquired electricity, heat, steam and cooling generated from nuclear energy. SUSTAINABILITY REPORTENVIRONMENT E1 Climate change E1-5 Energy consumption and mix Energy Consumption and Mix Unit 2024 2025 Fuel consumption from coal and coal products MWh – – Fuel consumption from crude oil and petroleum products MWh 1,384.0 3,441.2 Fuel consumption from natural gas MWh 32,504.0 82,369.9 Fuel consumption from other fossil sources MWh – – Consumption of purchased or acquired electricity, heat, steam and cooling from fossil sources MWh 21,652.0 37,293.5 Total energy consumption from fossil sources MWh 55,540.0 123,104.6 Share of fossil sources in total energy consumption % 93.1 87.5 Total energy consumption from nuclear sources MWh – – Share of nuclear sources in total energy consumption % 0.0 0.0 Fuel consumption from renewable sources (incl. biomass, biofuels, biogas, renewable hydrogen, etc.) MWh 973.0 999.0 Consumption of purchased or acquired electricity, heat, steam and cooling from renewable sources MWh 2,442.0 14,283.4 Consumption of self-generated non-fuel renewable energy (e.g. on-site solar PV) MWh 697.0 2,372.3 Total energy consumption from renewable sources MWh 4,112.0 17,654.7 Share of renewable sources in total energy consumption % 6.9 12.5 Total energy consumption related to own operations MWh 59,652.0 140,759.3 Energy production metric 2024 2025 Non-renewable energy production (own operations), MWh 0 0 Renewable energy production (own operations), MWh 1,670.0 3,371.3 Where the energy mix of purchased electricity, heat, steam or cooling cannot be determined with sufficient reliability, ITAB Group applies a conserva - tive classification approach and reports such consumption within energy from fossil sources. This approach avoids overstating renewable energy consump tion and ensures that total energy consump tion reconciles with the sum of the energy categories presented in the table. Only energy sup - ported by contractual instruments or credible supp - lier information (e.g. renewable tariffs, guarantees of origin or equivalent documentation) is classified as renewable. Self-generated renewable electricity (for example from rooftop solar PV) is reported as self-generated non-fuel renewable energy consumption to the extent it is consumed on site. Currently there has been no surplus electricity exported to the grid and as such there is no requirement for reporting sepa - rately under energy production. Energy data is collected primarily from meters, invoices and utility bills. Local entities report data into ITAB’s Group consolidation and sustainability reporting tools, where it is subject to validation checks by Group Finance and Group Sustainability. ITAB Group does not consider itself to operate in high climate impact sectors as defined in ESRS E1. As a result, the specific energy intensity disclosures for high climate impact sectors (E1-5 paragraphs 40–43) and the related reconciliation of revenue from such sectors are not applicable for the current reporting period. Internal energy intensity indicators (such as energy consumption per unit of output or per net revenue) may nevertheless be monitored for management purposes and, where relevant, disclo - sed on a voluntary basis. Accounting policy Electricity is the billed amount in MWh amount from the energy provider. Natural gas volumes provided in m³, from a meter, were converted to energy (MWh) using a net calorific value of 10.83 kWh per m³, corresponding to the upper range of IEA/Eurostat net calorific values for high-calorific natural gas (≈39 MJ/m³), where not billed in MWh. LPG volumes (kg) were converted to energy using 12.8 kWh per kg, consistent with Eurostat and IEA net calorific values for LPG (≈46 MJ/kg). ITAB Group works to increase its renewable energy use. ===== SIDA 55 ===== 55 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTENVIRONMENT E1 Climate change E1-6 Gross scopes 1, 2 and total GHG emissions Scope Unit 2024 2025 % N / N-1 Gross scope 1 GHG emissions – total Scope 1 tCO2e 6,968 16,794 241.0% Percentage of scope 1 GHG emissions covered by regulated ETS schemes Scope 1 % of scope 1 0.0 0.0 N/A Gross scope 2 GHG emissions – location-based total Scope 2 LB tCO2e Not quantified 10,435 N/A Gross scope 2 GHG emissions – market-based total Scope 2 MB tCO2e 7,144 7,966 111.5% Gross scope 3 GHG emissions – total (all categories) Scope 3 tCO2e Not quantified Not quantified N/A Total GHG emissions – location-based Total (LB) tCO2e Not quantified 27,229 N/A Total GHG emissions – market-based Total (MB) tCO2e 14,112 24,760 175.5% Scope 1 Biogenic CO2 emissions – own operations N/A tCO2e Not quantified 403 N/A Scope 2 Biogenic CO2 emissions – own operations N/A tCO2e Not quantified 0 N/A Unit 2024 2025 % N / N-1 Total GHG emissions (location-based) per net revenue tCO2e / Monetary unit Not quantified 2.13 N/A Total GHG emissions (market-based) per net revenue tCO2e / Monetary unit 2.14 1.94 90.4% Total energy consumption per net revenue Unit 2024 2025 % N / N-1 Net revenue used to calculate GHG intensity Monetary unit 6,585 MSEK 12,780 MSEK 194.1% Net revenue (other) Monetary unit – – N/A Total net revenue (per financial statements) Monetary unit 6,585 MSEK 12,780 MSEK 194.1% Scope 3 emissions – data limitations and improvement plan Scope 3 greenhouse gas emissions have not yet been fully quantified for the reporting period. This is primarily due to the first year of consolidated reporting following the integration of acquired operations, the absence of harmonised supplier-level emissions data across legacy systems, and the complexity of establishing consistent activity data and emission factors for key value-chain categories. As a result, scope 3 emissions related to purchased goods and services, upstream and downstream transportation, and end-of-life treat - ment of sold products are not included in the reported emissions figures for 2025. During 2025, ITAB Group initiated scope 3 emissions calculations using preliminary models and prioritised key categories based on relevance and data availabi - lity, including purchased goods and services (with a focus on steel, wood and electronics), logistics and end-of-life treatment. In parallel, the Group prepared for the selection and implementation of a dedicated emissions calculation and supplier-engagement tool to improve data consistency and coverage. Full scope 3 quantification is planned for the 2026 reporting year, supported by enhanced supplier engagement, impro - ved data collection processes and alignment with the Group’s science-based target development. Methodological notes for E1-6 GHG emissions GHG emissions in this section are reported on a conso - lidated Group basis, using the same organisational boundary as the financial statements. Scope 1 and scope 2 emissions cover all owned and controlled operations. The reporting period is the financial year 2025, with prior-year figures presented for comparabi - lity. The 2024 figures reflect the legacy ITAB Group prior to the acquisition of HMY, whereas 2025 represents the first full reporting year for the combined Group and is considered the first representative baseline for the new organisational structure. All scopes are reported as gross emissions in tCO2e, without the use of carbon credits, avoided emissions or removals to reduce the reported figures. Emissions include the GHGs covered by the Kyoto Protocol (CO2, CH4, N2O, HFCs, PFCs, SF6 and NF3), converted to CO2-equivalents using 100-year global warming potenti- als from the IPCC, applied consistently across reporting periods. Biogenic CO2 emissions are disclosed separa- tely and are not included in gross scope 1–3 totals. Scope 1 emissions are primarily based on measured or invoiced fuel consumption (e.g. natural gas, other combustion fuels), while scope 2 emissions are calcu - lated from purchased or acquired electricity, heat, steam and cooling. Scope 2 is presented on both a location-based and market-based basis. Location-based figures use aver - age grid emission factors for the relevant countries or regions. Market-based figures use supplier-specific emission factors, including renewable contracts, gua - rantees of origin or equivalent instruments where avail - able; where reliable contractual information is not available, ITAB Group applies a conservative app - roach and uses residual mix or grid-average factors. Scope 3 emissions are not yet calculated and will be reported from 2026. This is due to the ongoing integra - tion of HMY, the absence of harmonised supplier-level emissions data and the need to establish consistent Group-wide methodologies for key categories. Gross scope 3 GHG emissions for the reporting year are there fore presented as ‘Not quantified’. Any material changes in methodologies, emission factors, organisational boundaries or category cover - age compared with the previous reporting period will be disclosed and, where feasible, prior-year figures restated to maintain comparability. Accounting policy Greenhouse gas (GHG) emissions are calculated in accordance with the GHG Protocol Corporate Accounting and Reporting Standard and reported in tonnes of carbon dioxide equivalent (tCO 2e). Scope 1 emissions arise from fuels combusted in the Group’s own operations. Activity data is reported in the relevant units (MWh or m³ for natural gas, kg for LPG and MWh for biomass). Emission factors by fuel type are sour - ced from the GHG Protocol Emission Factors for Cross-Sector Tools (v2.0) and global warming potential (GWP) factors from the Intergovernmental Panel on Climate Change Sixth Assessment Report (AR6). Scope 2 emissions from purchased electricity, heat, steam and cooling are calculated using both location-based and market-based methods. Supplier-specific emission factors are applied where available; otherwise, country- level default factors from Carbondi are used for both market-based fallback and location-based calculations. GHG intensity based on net revenue has been calculated as gross scope 1, scope 2 market-based emissions divided by reported net revenue in MSEK. ===== SIDA 56 ===== 56 P.ITAB Group | Annual & Sustainability Report 2025 ITAB Group does not currently operate any GHG removal projects (such as land-based carbon sequestration or engineered removals) in its own ope - rations, nor does it finance climate change mitigation projects outside its value chain through the purchase of carbon credits. Accordingly, no GHG removals or carbon credits are used to reduce the gross scope 1, 2 or 3 GHG emissions disclosed under E1-6, and ITAB Group has not made any public net-zero or car - bon-neutrality claims that rely on such instruments. Any future use of GHG removals or carbon credits will be disclosed separately, including volumes, methodo - logies, quality standards applied and the relationship with long-term decarbonisation targets, in line with ES RS E1-7. ITAB Group does not currently apply any internal carbon pricing schemes (such as internal carbon fees, carbon funds or shadow carbon prices) in its investment decisions, project evaluations or operational planning. Climate-related transition risks and oppor - tunities are instead reflected through qualita - tive scenario analysis, energy price sensi - tivities, decarbonisation road-mapping and customer-driven requirements, as described in E1-1, E1-3 and E1-9. As the Group’s climate strategy and emission reduction targets mature, ITAB Group will periodically reassess the potential introduction of an internal car - bon price and, if such a mechanism is adop - ted, will disclose the type of scheme, scope of application, carbon price level(s) and covered emission volumes in accordance with ESRS E1-8. SUSTAINABILITY REPORTENVIRONMENT E1 Climate change E1-7 GHG removals and GHG mitigation projects financed through carbon credits E1-8 Internal carbon pricing ITAB Group applies the phase-in provisions for ESRS E1-9 set out in ESRS 1. As disclosed in BP-2, the Group omits the quantitative data - points required by E1-9 for the current reporting period due to on going work to establish robust Group-wide data on Energy, GHG and the financial impact of achieving those targets over the short, medium, and long periods. E1-9 Anticipated financial effects from material physical and transition risks and potential climate-related opportunities 29% of electricity consumption was from renewable sources. ===== SIDA 57 ===== 57 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTENVIRONMENT E3 Water and marine resources IRO-1 Impacts, risks and opportunities The identification and materiality assessment of water-related impacts, risks and opportunities are conducted under the Group-wide IRO identification and DMA methodology described in the general disclosures ESRS 2 IRO-1 found on page 41. Material impacts, risks and opportunities IRO Positive / Negative Actual / Potential Own operations / Value chain Materiality level Management of the IRO Water 1 Water use at ITAB Group’s premises contributes to pressure on local water resources even if it is not a highly water-intensive business. I Negative Actual Own operations Significant • Monitor site-level water consumption. • Integrate water-related aspects into environmental management systems, including ISO 14001 at selected sites. • Identify opportunities to improve water efficiency. • Ensure compliance with local discharge permits and environmental regulations. • Coordinate actions through Group Sustainability and local operations. Water availability in water-scarce countries where ITAB Group has operations may face constraints in the medium or long- term. R Own operations Significant • Map sites located in areas of elevated water stress. • Monitor local water-risk indicators and relevant regulatory developments. • Incorporate water availability considerations into operational planning and investment decisions for affected locations. • Lead coordination through Group Sustainability in collaboration with Group Operations. No material IROs related to marine resources have been identified. ITAB Group’s activities do not involve extraction or direct use of marine resources, and any indirect interactions with oceans or seas are currently assessed as non-material. Water is therefore treated as a material environmental topic under ESRS E3, while marine resources are monitored but not reported in detail. Below are the identified IROs for E3: Consultations relating to water and marine resources were carried out as part of this process, using the same stakeholder engagement channels applied in the wider Double Materiality Assessment. Input was obtained from internal operational managers, environmental coordinators and selected suppliers in regions with elevated water stress. No separate water- specific consultation exercise was undertaken; instead, water-related impacts, risks, dependencies and opportunities were assessed within the broader stakeholder and value-chain consultation framework. ===== SIDA 58 ===== 58 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTENVIRONMENT E3 Water and marine resources ITAB Group’s approach to water management is embedded in its Group Environmental Policy and related local procedures. These policies are desig - ned to manage the negative impacts of water withdrawal, consumption and discharge from ITAB Group premises and to address the risk of reduced water availability in water-stressed areas. The Group Environmental Policy sets out high- level principles for efficient and responsible water use across production sites, warehouses and offices. At selected sites, these principles are further ope - rationalised through ISO 14001-certified environ - mental management systems, which include water-related aspects such as monitoring, local targets or improvement actions where relevant. In line with ESRS E3, ITAB Group’s policies address the following aspects where they are material to our activities: Water management in own operations – respon - sible sourcing and use of water, compliance with discharge conditions, and efforts to avoid unnecessary consumption. Water management in areas at water risk – heightened monitoring of water consumption and stress indicators for facilities and suppliers located in regions with elevated water risk, and consideration of water availability in investment and capacity planning. Product and service design – through eco-design principles and circularity initiatives (see ESRS E5), ITAB Group seeks to reduce the water footprint associated with manufacturing processes and waste, even though product use-phase water impacts are limited. ITAB Group has not adopted dedicated policies on sustainable oceans and seas, as the Group does not extract or directly use marine resources and has not identified marine resource-related IROs as material currently. This assessment will be revisited in future DMA updates should ITAB Group’s activities or value chain exposure change. Where at least one site is in an area of high- water stress and not yet covered by specific local water-efficiency or water-risk mitigation policies, this is disclosed as part of the E3-2 and E3-3 narra - tives, together with the planned timeframe for enhancing local policies. E3-1 Policies ITAB Group is implementing a series of actions to manage its significant water-related IROs. These actions are primarily focused on own operations, following the mitigation hierarchy in ESRS E3 (avoid– reduce–reuse–restore). Operational water management and efficiency Integration of water consumption monitoring into site-level environmental management, with data collected via meters or utility invoices for production facilities. Ongoing identification of efficiency opportunities, such as optimising process water use and upgrading equipment where feasible. Inclusion of water-related topics in ISO 14001 systems at selected sites, including local objectives or improvement projects where water is a relevant environmental aspect. These actions primarily address the negative impact IRO “Water withdrawal, consumption and discharge from ITAB Group premises”. Actions in areas at water risk In countries and regions where water stress is known to be higher (for example parts of Italy, Spain, Türkiey and China), ITAB Group is: Monitoring trends in water availability and regulatory restrictions (e.g. seasonal constraints). Incorporating water availability as a qualitative factor in operational and investment planning, to avoid excessive dependency on highly water-stressed locations where practicable. These actions are targeted at the “Water availability in water-scarce countries” risk IRO and are coordinated by Group Sustainability in collaboration with Opera - tions and Procurement. Data, systems and resources Water-related actions are supported by: Group-level consolidation of water data, to prepare for ESRS E3 metrics and intensity indicators. Allocation of staff time within Group Sustainability and local environmental coordinators to capture and validate water data. Integration of water topics into internal control and reporting projects that are being developed for ESRS implementation. At this stage, water-related CapEx and OpEx are not tracked as a separate category, but are included within broader environmental, energy and process- improvement investments. ITAB Group plans to improve tagging and classification of water-related investments over the next reporting periods, in line with the general approach described under ESRS E1-3 and BP-2. No actions are currently taken in relation to marine resources, as this sub-topic has been assessed as non-material. This will be periodically reassessed as part of the DMA. E3-2 Actions and resources ===== SIDA 59 ===== 59 P.ITAB Group | Annual & Sustainability Report 2025 ITAB Group is in the process of strengthening its water management framework and improving the consistency and completeness of water-related data across its operations. While the Group has not yet adopted quantitative, Group-wide water reduction targets under ESRS E3, it uses a set of metrics to moni - tor water use and to support management of mate - rial water-related impacts and risks. Metrics ITAB Group records water-related data for its own operations using the following metrics, measured in cubic metres (m³): Municipal water supplied Groundwater withdrawn Collected water (including rainwater where applicable) Recycled and reused water These metrics are used to monitor overall water withdrawal, sources of water supply and the extent of water reuse at site level. As data quality and coverage improve, these metrics will support more detailed analysis of water consumption patterns, site-level risks and opportunities for efficiency impro - vements, particularly in locations exposed to higher water stress. Targets For the current reporting period, ITAB Group has not set Group-wide quantitative targets for water with - drawal, consumption or discharge. Water-related objectives are therefore primarily qualitative and focus on building the foundations for effective water management and future target setting. Current qualitative objectives include: Establishing consistent and reliable water consumption reporting for all material production sites by the end of 2026. Ensuring that all locations have appropriate water management measures in place. Integrating water-related considerations into future site investment and expansion decisions, particularly in higher-risk geographies. These objectives support the management of ITAB Group’s material water-related impacts and risks, including: Reducing the negative impact of water withdrawal and consumption from ITAB Group’s operations, including in areas exposed to water stress. Managing the risk of constrained water availability in water-scarce regions. ITAB Group’s current water-related objectives are dri - ven by local applicable permit conditions and ESRS compliance. As data quality improves and site-level assessments in water-stressed basins are further developed, ITAB Group will assess whether to adopt quantitative water targets, such as site-level reduc - tion targets or risk-based targets for locations in high- stress areas. Any future quantitative targets will be disclosed in accordance with ESRS E3-3 and ESRS 2 MDR-T, inclu - ding information on base year, target year, scope, units of measurement and progress. No targets have been set in relation to marine resources, as these are not currently considered material. SUSTAINABILITY REPORTENVIRONMENT E3-3 Targets and metrics E3-4 Water consumption E3 Water and marine resources Water consumption metrics, m³ 2025 2024 Total water consumption 124,393 51,639 of which: water consumption in areas at water risk 94,210 Not quantified Total water recycled and reused 0 Not quantified Total water stored and net change in storage 0 Not quantified Water intensity (total water consumption / MSEK net revenue) 9.73 Not quantified Methodology and contextual information Water data is collected from meters, utility invoices or site estimates. Water consumption includes water withdrawn from public water supplies and on-site sources (where applicable), minus water returned to the same source without significant quality change. For the 2025 reporting period, 100 percent of water data was obtained from direct meter readings or utility invoices, while none were based on site estimates. No water data was derived from sampling or extrapolation methods. Areas at water risk, including areas of high-water stress, are identified using recognised water-risk tools combined with local knowledge of regulatory restrictions and physical conditions. The water intensity ratio is calculated using net revenue as reported in the consolidated financial statements as per IFRS 15 (MSEK 12,780) and total water consumption across own operations for the relevant year. At present, ITAB Group does not have significant water- reuse systems or storage infrastructure at Group level, and therefore volumes of recycled, reused and stored water may be limited. As ITAB Group assesses opportu - nities for water-efficiency and reuse projects, these metrics will be updated accordingly in future reporting periods. E3-5 Anticipated financial effects from water-related impacts, risks and opportunities ITAB Group applies the phase-in provisions for ESRS E3-5 set out in ESRS 1. As disclosed in BP-2, the Group omits the quantitative datapoints required by E3-5 for the current reporting period due to ongoing work to establish robust Group-wide data and targets. What is a water-stressed area? A water-stressed area is a location where water resources are under pressure due to limited availability, declining quality, high demand or access constraints, creating increased risks for ecosystems, communities and businesses. ===== SIDA 60 ===== 60 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTENVIRONMENT E5 Resource use and circular economy IRO-1 Impacts, risks and opportunities The identification and materiality assessment of resource-use and circular-economy-related impacts, risks and opportunities are conducted under the Group-wide IRO identification and DMA methodology described in the general disclosures ESRS 2 IRO-1 found on page 41. Consultations relevant to resource Material impacts, risks and opportunities IRO Positive / Negative Actual / Potential Own operations / Value chain Materiality level Management of the IRO Resource inflows including resource use 1 Use and depletion of virgin materials such as steel, wood and electronics from suppliers I Negative Actual Own operations Critical • Implement circular design principles across product development. • Optimise material use in production processes. • Increase the use of recycled and certified materials where feasible. • Upgrade ERP and PLM systems to improve tracking of material weights and recycled content across key product categories. Increased demand for scarce raw materials R Own operations Significant • Monitor material criticality and availability risks. • Diversify suppliers and material options where feasible. • Use life-cycle assessment insights and circular design principles to reduce dependence on scarce inputs. • Integrate resource availability considerations into sourcing and product development decisions. Resource Outflows related to products and services 2 Equipment reuse programmes to give second life to sold products through ReStore where fixtures are refurbished and upgraded to extend their useful life. I Positive Actual Value chain Significant • Expand the ReStore programme across relevant markets • Integrate reuse and refurbishment options into customer proposals • Track pipeline and revenues to support the scaling of circular offerings in priority markets. Design and manufacture of circular designed products focused on durability, modularity, reparability and recyclability to reduce material consumption and waste. O Own operations Critical • Roll out circular-design principles across all engineering teams. • Use independent life-cycle assessment (LCA) results to inform material and design choices. • Embed circularity requirements into product development processes and design governance. Waste handling 3 Material losses and production scrap from the manufacturing process indicate inefficiencies in material use. I Negative Actual Own operations Significant • Pursue continuous improvement and material optimisation in production processes • Strengthen waste segregation and recycling practices at operational sites. • Enhance ERP-based tracking of material inputs and outputs to identify and reduce waste. Rising costs and increased legislative responsibility for waste such as Extended Producer Responsibility Regulations (EPR) and Waste Electrical and Electronic Equipment Regulations (WEEE), combined with increasing waste-treatment and landfill costs. R Own operations Significant • Integrate end-of-life and extended producer responsibility (EPR) considerations into product design and ReStore offerings • Monitor regulatory developments related to waste and EPR in key markets. • Work with customers and waste-management partners to maximise reuse and recycling. • Reduce exposure to disposal costs and regulatory compliance risks through circular solutions. Below are the identified IROs for E5: use and circularity were carried out as part of this process through structured engagement with internal product development teams, operational managers, procurement, and selected suppliers. These con sul- tations focused on material efficiency, product lifetime, recyclability, packaging and waste processes. No standalone consultation exercise was performed for circular economy topics; instead, circular- economy-related impacts, risks, dependencies and opportunities were assessed within the broader stakeholder and value-chain consultation framework applied in the Double Materiality Assessment. ===== SIDA 61 ===== 61 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTENVIRONMENT E5 Resource use and circular economy ITAB Group’s approach to resource use and circular economy is anchored in the Group Environmental Policy, the Supplier Code of Conduct and emerging circular design principles. Together, these policies aim to reduce the use of virgin materials, increase circularity in material flows, and minimise waste generation in line with ESRS E5-1. The Environmental Policy sets out ITAB Group’s commitment to: Minimising waste and material losses through continuous improvement in production processes and operational efficiency. Reducing reliance on virgin materials by impro - ving material efficiency, promoting reuse and recycling, and enabling the use of recycled con - tent where technically and commercially feasible. Integrating circular economy principles into product design and development, including design for durability, repairability, reuse, recyclability and modularity. The Supplier Code of Conduct extends these expectations into the upstream value chain. Suppliers are expected to: Use materials responsibly and work to reduce waste and packaging, Improve resource efficiency in production processes, Support ITAB Group’s transition towards more sustainable and recycled materials, and Comply with relevant waste, WEEE and extended producer responsibility (EPR) regulations in the markets where they operate. E5-1 Policies In 2024, ITAB Group started developing circular design principles that operationalise these policy commitments for the product development process. This process finished in 2025 and now deployment to all design teams has begun. These principles cover, among other aspects: Reduced reliance on virgin materials and optimisation of product weight, Increased use of recycled or sustainably sourced materials where feasible, Design for longer lifetimes, modular upgrades, and improved ease of refurbishment and recycling, Improved packaging efficiency to reduce material use and transport emissions. Waste responsibilities and end-of-life considerations (including compliance with the WEEE Directive and local EPR schemes where applicable) are embedded into product lifecycle management and customer offerings, and supported by ITAB Group’s ReStore pro- gramme and broader Sustainability Services. These policies apply to own operations and the upstream and downstream value chain, and are periodically reviewed as part of the Double Materiality Assessment and sustainability governance processes. Policy implementation, communication and monitoring Implementation responsibility and governance Implementation of the Environmental Policy, Supplier Code of Conduct and circular design principles is coordinated by the Group Environmental Manager, supported by local coordinators, Group Procure - ment, and product development teams. Circular design requirements are embedded in the product development process, including material selection, modularisation, packaging optimisation and end- of-life considerations. Supplier requirements related to resource efficiency and waste are implemented through contractual Code of Conduct clauses and supplier evaluations. Communication of the policy The Environmental Policy and Supplier Code of Conduct are communicated to employees via the Group intranet and mandatory training program - mes. Supplier requirements are communicated through onboarding processes, contracts and regu - lar supplier assessments. Circular design guidance is shared through engineering functions and are being integrated into internal design tools used by product development teams. Monitoring and review of policy effectiveness Implementation of the Environmental Policy is monitored through ISO 14001-certified environ - mental management systems, internal audits and regular reviews of waste, recycling and material- efficiency KPIs. Group-level monitoring includes tracking recycled content, waste-to-recycling ratios, packaging optimisation and material choices in new products. Insights from monitoring activities inform updates to circular design guidance and continuous improvement in environmental management. ===== SIDA 62 ===== 62 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTENVIRONMENT E5 Resource use and circular economy ITAB Group is implementing a range of actions to manage its material impacts, risks and opportunities on resource use, circularity and waste. These actions and the related resources align with ESRS E5-2 and ESRS 2 MDR-A. Circular design and product development Circular design principles were developed in 2024 and completed in 2025 and are now being rolled out to all engineering and design. Training sessions and design guidelines will support consistent appli - cation across product categories. Life cycle assessments (LCA) have been comple - ted for the core range of gates and guidance pro - ducts, traditional checkouts and self-checkouts. These LCAs, performed by an independent specia - list, Design Conformity, inform design decisions on material reduction, increased recycled content, modularity and end-of-life treatment. LCA results and circular design guidance are used to steer the next generation of products towards lower material intensity, higher recyclability and reduced associated GHG emissions. These actions directly address the IROs on use and depletion of virgin materials, scarce raw materials, and circular designed products. Circular business models and reuse Through its ReStore programme, ITAB Group refurbis - hes and upgrades existing fixtures such as shelving and shopfitting solutions, bringing them back to “as-new” condition and extending their service life. ReStore forms part of ITAB Group’s wider Sustainability Services offering, which also includes consulting and design support to help customers reuse, adapt and extend the life of existing equipment rather than replacing it. These services reduce demand for virgin materials and waste generation at end-of-life, while creating new revenue streams linked to circular solutions. E5-2 Actions and resources ITAB Group’s resource use and circular economy targets are currently in development, reflecting the ongoing work to improve data quality on material flows and waste and to integrate circularity more deeply into the business model. In this reporting period, targets are mainly quali - tative, with quantitative targets planned once reliable Group-wide data is available, in line with ESRS E5-3 and ESRS 2 MDR-T. Progress against these qualitative targets is monitored through existing environmental KPIs, including waste generation and recycling rates. Sites operating under ISO 14001-certified management systems review these indicators as part of their regular environmental perfor - mance cycles. Group-level monitoring is performed annually and informs the development of future quanti - tative circularity and waste-reduction targets once har - monised Group-wide data is available following the inte - gration of HMY. Current focus and qualitative objectives The current objectives, which support all material E5 IROs, include: Circular design and reuse Roll-out of circular design principles to all relevant eng - ineering teams and product categories by Q2 2026 Expansion of the ReStore programme and Sustain - ability Services, with internal KPI tracking for revenue and number of projects linked to reuse, refurbishment and circular offerings by Q1 2027. Reduction of virgin material use and enhanced data on recycled content Establishing the ability, via the ERP harmonisation project, to report total weight of material inflows and percentage of recycled content for key materials (e.g. steel, other metals, wood, packaging materials and selected purchased components). Using this improved data to develop targets for the share of recycled content in selected material categories and/or for reductions in virgin material use per unit of output. E5-3 Targets and metrics These actions manage the positive impact IRO on equipment reuse and support mitigation of waste - related risks at end-of-life. ERP and data systems for material flows To enable more robust measurement and manage - ment of resource inflows and outflows: ITAB Group is harmonising a fragmented ERP land - scape over the coming years to support consistent master data on materials and products. As part of this ERP project, master data enhance - ments will classify incoming raw materials and purchased items (e.g. metals, wood, plastics, electronics) and enable tracking of recycled con - tent percentages and other circular attributes. Planned upgrades will allow the ERP to capture material weights for raw materials and purchased items and link these to output weights from the Product Lifecycle Management (PLM) system for finished goods. This will support better waste reporting, yield analysis and continuous-improve - ment programmes in manufacturing. Shofia, a bespoke ERP system, is already fully deployed in the legacy HMY factories, and work is underway to assess how its material-tracking func - tionality can be replicated and integrated across the wider ITAB Group ERP landscape. These system changes are a key enabler for future compliance with E5-4 and E5-5 quantitative data - points and for managing the IROs on material waste and scarce raw materials. Waste reduction and management Production sites work continuously on process opti - misation and yield improvement to reduce material scrap and avoidable waste. Local waste-management practices focus on seg - regation and recycling of metals, wood, cardboard and other material streams, with hazardous waste handled by licensed operators in accordance with local regulation. ITAB Group is working to increase transparency over waste treatment routes (recycling, preparation for reuse, recovery, landfill, incineration) as part of its ERP and reporting improvements. Resources allocated Actions are delivered through: Dedicated time from Group Sustainability, Operations and IT teams, External support from LCA specialists and ERP implementation partners, Integration of circular design and waste considerations into ongoing commercial transformation and product development projects rather than as stand-alone initiatives. ===== SIDA 63 ===== 63 P.ITAB Group | Annual & Sustainability Report 2025 Waste minimisation and circular waste management Development of local waste-reduction targets at ISO 14001 sites as part of their continuous-improvement plans, aligned with the waste hierarchy (prevention, preparation for reuse, recycling, recovery, disposal). Increasing the share of waste diverted from disposal (landfill and incineration without energy recovery) through improved segregation, material recovery and reuse where feasible. These targets are currently qualitative due to the need to harmonise Group-wide waste data following the integration of HMY. Progress against these qualitative waste targets is monitored through ISO 14001 conti - nuous-improvement plans, site-level waste KPIs (inclu - ding waste generation and diversion rates), and Group-level tracking of recycling and disposal pathways, as required. Relationship to resource inflows, outflows and waste These objectives relate to: Resource inflows – by reducing virgin material use, increasing the share of recycled and sustainably sourced materials and tracking material weights. Resource outflows and waste – by designing products and services that retain value for longer, expanding reuse and refurbishment, and improving waste diversion from disposal. All current circularity objectives are voluntary, going beyond baseline legal requirements (such as WEEE/ EPR compliance), although they support future regula - tory readiness, customer expectations and ITAB Group’s broader climate and resource strategies. Once data from the ERP and PLM systems allows robust baselines to be set, ITAB Group plans to define and disclose quantitative circularity and waste targets (including base year, target year, scope and units of measure) in future reporting periods. SUSTAINABILITY REPORTENVIRONMENT E5 Resource use and circular economy E5-3 Targets and metrics Description of resource inflows ITAB Group’s business model relies primarily on the following material inflows in its own operations and upstream value chain, consistent with ESRS E5-4: Technical materials Metals (primarily steel and other metals used for shopfitting structures, fixtures and equipment). Wood and wood-based products (panels, boards and other components). Plastics, glass and composite materials used in fixtures, fittings and product housings. Electronic components and assemblies used in lighting and retail technology products. Biological materials and packaging Wood-based and paper/cardboard packaging for inbound materials and outbound finished products. Limited use of other biological materials (e.g. textiles) in specific product lines. Property, plant and equipment Machinery and tooling used in manufacturing, which itself requires material inputs over its life - cycle (e.g. metals, electronic systems). At present, ITAB Group does not yet have a consoli - dated, Group-wide dataset that would allow it to report, in tonnes or kilogrammes, the total mass of products and materials used during the reporting period, nor the weight and percentage of secondary (reused or recycled) materials used in production and packaging as required by E5-4 paragraph 31. E5-4 Resource inflows This limitation is due primarily to: the current fragmentation of ERP systems and material master data; incomplete capture of weight information for raw materials, purchased items and finished goods; and the need to enhance supplier data on recycled content and certification for biological and tech - nical materials. Planned improvements Through the ongoing ERP harmonisation and master-data project described under E5-2, ITAB Group aims to: Capture weights of incoming raw materials and purchased items on a systematic basis. Classify materials by type (metals, wood, plastics, electronics, packaging, etc.) and flag secondary / recycled content. Link ERP material data with PLM information on finished product weights, enabling coherent analysis of resource inflows versus outflows and waste. The Group’s objective is to be able to report, in future periods: the total weight of materials used, the percentage of biological materials that are sustainably sourced (with disclosure of relevant certification schemes and application of the cascading principle where relevant), the weight and percentage of secondary materials and reused components used in manufacturing and packaging. ITAB Group defines sustainable sourcing as the procurement of materials, components and products that minimise environmental impact across their lifecycle by reducing reliance on virgin resources, increasing the use of recycled or responsibly sourced materials, and supporting material efficiency and waste reduction in the value chain. Sustainable sourcing practices also include ensuring supplier compliance with ITAB Group’s Supplier Code of Conduct, responsible materials management, and adherence to relevant waste, WEEE and extended producer responsibility regulations. This definition aligns with the ESRS E5 objective set out in paragraph 22, which aims to reduce virgin material extraction, increase circular material flows and minimise waste generation. Methodologies, data sources and key assump - tions will be disclosed alongside these metrics once available, in line with ESRS E5-4 paragraph 32. ===== SIDA 64 ===== 64 P.ITAB Group | Annual & Sustainability Report 2025 Circular products and materials ITAB Group contributes to the circular economy through both product design and business models: Circular design features – Many new and redesig - ned products increasingly incorporate features to support durability, reparability, modular upgrades and ease of disassembly and recycling. Circular design principles guide choices on materials (inclu - ding recyclability and recycled content), fastening methods, modular structures, and packaging. ReStore and refurbishment – The ReStore pro - gramme extends the useful life of existing fixtures (e.g. shelving, shopfitting solutions and checkouts) by refurbishing them to “as-new” condition, redu - cing waste and the need for new materials. Life Cycle Analysis (LCA) insights – Through LCAs for selected product families, ITAB Group assesses de-constructability, reusability, recyclable content, recycled content, renewable content, refurbished components and expected lifespan at component level. These results are used to improve circular design and to provide customers with transparency on circular performance. As data and methodologies mature, ITAB Group plans to provide more structured disclosures on durability, reparability and recyclable content for key product groups, in line with E5-5 paragraph 36. SUSTAINABILITY REPORTENVIRONMENT E5-5 Resource outflows Waste and other resource outflows Waste generated in ITAB Group’s own operations relates mainly to: Production scrap and offcuts (metals, wood, plastics and packaging materials), General operational waste from offices and warehouses, Hazardous waste, such as certain chemicals, coatings or electronic waste, which are managed by licensed third-party contractors. From 2024 onwards, ITAB Group has a Group-wide data set that allows reporting, in tonnes, of the total amount of waste generated and its treatment routes in line with ESRS E5-5. Waste is recorded and consolida - ted by material stream, including wood, metals (inclu - ding cable), cardboard and paper, electronics, plas - tics, waste oils, paints and varnishes, adhesives and sealants, and other waste. For each stream, ITAB Group distinguishes between hazardous and non- hazardous waste and tracks treatment in accordance with contractor-reported disposal codes (such as pre - paration for reuse, recycling, other recovery, incinera - tion and landfill). This enables disclosure of: total waste generated; amounts diverted from disposal by treatment route (preparation for reuse, recycling and other reco - very), split by hazardous and non-hazardous, amounts directed to disposal by treatment route (incineration, landfill and other disposal), split by hazardous and non-hazardous, the total amount and percentage of non-recycled waste at Group level. Waste data is collected quarterly from all manu - facturing sites. Each site reports waste quantities by hazardous and non-hazardous classification and by treatment method, following the categories defined in the EU Waste Framework Directive (e.g., recycling, recovery, disposal). Within the EU, this information is sourced directly from Waste Transfer Notes and documentation issued by licensed waste contractors. For non-EU manufacturing entities, equivalent con - tractor documentation is used, and treatment catego - ries are mapped to the closest European waste treat - ment codes to ensure consistency and comparability across the Group. In addition to treatment reporting, sites provide a breakdown of waste by material type, such as wood, metals, plastics, cardboard and paper, electronics etc. as a balance check against the total reported volume. These material-type categories help validate completeness, highlight anomalies and improve data quality over time. All sites are required to verify reported amounts aga - inst contractor records before submission, and data is consolidated centrally for Group-level reporting. ITAB Group plans to use this dataset both to meet the quantitative requirements of ESRS E5-5 paragraphs 37–39 and to support internal analysis of waste hot - spots and improvement opportunities by material stream and site. E5 Resource use and circular economyE5 Resource use and circular economy Table for E5-5 Resource outflows, see p. 65. ITAB Group focuses on reducing hazardous waste. ===== SIDA 65 ===== 65 P.ITAB Group | Annual & Sustainability Report 2025 2025 2024 Treatment categories (kg) Non-hazardous, kg Non-hazardous, % Hazardous, kg Hazardous, % Non-hazardous, kg Non-hazardous, % Hazardous, kg Hazardous, % Incineration with energy recovery R1 536,898 2.8% 17,645 2.1% 161,525 2.0% 7,714 2.0% Recycling & recovery R2, R4-R13 15,711,236 81.5% 161,266 19.1% 9,331,021 88.0% 15,414 3.0% Biodegradation R3 2,023,995 10.5% 3,965 0.5% 214,185 2.0% 0 0.0% Landfill D1-D5 647,613 3.4% 74,528 8.8% 670,326 6.0% 0 0.0% Incineration without energy recovery D10 36,230 0.2% 47,790 5.7% 67,190 0.0% 7,247 1.0% Other disposal operations D6-D9, D11-D15 328,153 1.7% 538,459 63.8% 176,183 2.0% 491,904 94.0% Total 19,284,125 100.0% 843,653 100.0% 10,620,430 100.0% 522,279 100.0% 2025 2024 Total waste, kg 20,127,778 11,142,709 of which: Recycled waste, % 88.9% 85.8% Non-recycled waste, % 11.1% 14.2% E5-5 Waste material streams 2025 2024 (kg) Non-hazardous, kg Non-hazardous, % Hazardous, kg Hazardous, % Non-hazardous, kg Non-hazardous, % Hazardous, kg Hazardous, % Wood 4,478,645 23.2% 0 0.0% 1,795,554 17.0% 0 0.0% Metal and cable 12,305,951 63.8% 3,804 0.5% 7,231,823 68.0% 0 0.0% Cardboard and paper 803,487 4.2% 0 0.0% 306,722 3.0% 0 0.0% Electronics 8,057 0.0% 1,671 0.2% 9,528 0.0% 820 0.0% Plastics 88,500 0.5% 5,183 0.6% 41,542 0.0% 478 0.0% Waste oils 4,730 0.0% 14,687 1.7% 10,506 0.0% 15,572 3.0% Glass 15,562 0.1% 16,100 1.9% 9,914 0.0% 0 0.0% Paints and varnishes 209,689 1.1% 75,894 9.0% 195,022 2.0% 102,198 20.0% Adhesives and sealants 42,560 0.2% 2,004 0.2% 28 0.0% 9,408 2.0% Other waste 1,326,944 6.9% 724,310 85.9% 1,019,791 10.0% 393,803 75.0% Total 19,284,125 100.0% 843,653 100.0% 10,620,430 100.0% 522,279 100.0% 2025 Total waste, kg 20,127,778 SUSTAINABILITY REPORTENVIRONMENT E5 Resource use and circular economy E5-5 Resource outflows Accounting Policy Waste is the collated sum taken from waste transfer notes and sorted using disposal codes. Using the same data, streams are sorted and totaled. Recycled waste is calculated by adding all Recovery codes, except R1, which is considered ‘other energy recovery’ and cannot be included as recycled waste, as such this is added to the disposal code for the calculation of non-recycled waste. E5-6 Anticipated financial effects from resource use and circular economy-related impacts, risks and opportunities ITAB Group applies the phase-in provisions for ESRS E5-6 set out in ESRS 1. As disclosed in BP-2, the Group omits the quantitative datapoints required by E5-6 for the current reporting period due to ongoing work to establish robust Group-wide data on material inflows, circularity and waste. ===== SIDA 66 ===== 66 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTEU TAXONOMY DISCLOSURE EU Taxonomy Regulation The EU Taxonomy Regulation (Regulation (EU) 2020/852) provides a classification system for environ - mentally sustainable economic activities, supporting the EU’s 2030 climate goals and the European Green Deal. As a public-interest entity, ITAB is required under Article 8 and the associated delegated acts to disclose the proportion of its turnover, capital expendi - ture (CapEx) and operating expenditure (OpEx) asso - ciated with taxonomy-eligible and taxonomy-aligned activities. The disclosures cover the full ITAB Group and relate to 2025. Following a review of the economic activities listed in the Climate Delegated Act and Environmental Delega - ted Act, ITAB identified a limited number of taxonomy- eligible activities connected to its operations in interior fixtures, in-store technology and lighting for the retail sector. Taxonomy-eligible activities and application of the 10 percent threshold In line with the amended Disclosures Delegated Act (EU) 2026/73, ITAB assessed whether taxonomy-eligible activities exceed the 10 percent materiality threshold for turnover, CapEx and OpEx. Two Taxonomy-eligible activities were identified under the environmental objectives of Climate Change Mitigation and Transi - tion to a Circular Economy. Of these, only the activity under Transition to a Circular Economy (CE 1.2) exceeds the 10 percent materiality threshold in at least one KPI and is therefore reported. CCM 3.5. Manufacture of energy efficiency equipment for buildings ITAB Group’s manufacture of lighting equipment for retailers (NACE C27.40) is Taxonomy-eligible under Climate Change Mitigation but represents less than 10 percent of the denominator across all KPIs. Accordingly, it has not been further assessed for Taxonomy align - ment and is disclosed as “non-assessed (non-material <10%)”, in accordance with Articles 2(1a)–(1d) of the amended Delegated Act. EU Taxonomy disclosure CE 1.2. Manufacture of electrical and electronic equipment Retail technology solutions manufactured by ITAB Group (NACE C26, C27) fall under the Circular- Economy environmental objective and exceed the 10 percent threshold for reporting. This activity is reported as Taxonomy-eligible but not Taxonomy-aligned for the 2025 reporting year. Minimum safeguards The EU Taxonomy requires compliant activities to meet minimum safeguards aligned with the OECD Guidelines and the UN Guiding Principles on Business and Human Rights. As CE 1.2 (Manufacture of electrical and electronic equipment) is reported as Taxonomy-eligible but has not been assessed for alignment, a comprehensive minimum safeguards assessment was not conducted for the 2025 reporting period. ITAB maintains group-wide policies including the Code of Conduct, Supplier Code of Conduct, Anti- Corruption Policy and Whistleblower Policy, along with due-diligence processes, which are presented more thoroughly in G1, Business Conduct chapter of this report. Nuclear and fossil gas-related activities In accordance with the Complementary Climate Delegated Act, companies must identify any nuclear and fossil gas-related activities. ITAB confirms that none of its operations fall under these activity defini - tions; therefore, related alignment disclosures are not applicable. Non-material economic activities ITAB has reviewed all revenue-generating, investment and operating activities across the Group. As permit - ted by the amended Disclosures Delegated Act, activi - ties below the 10% materiality threshold are disclosed as non-assessed, together with an explanation of immateriality. ITAB will continue to monitor updates to the EU Taxonomy framework and reassess materiality as new activities and criteria are introduced. Reporting principles and key performance indicators The key performance indicators under the EU’s Taxo - nomy Regulation have been calculated in line with the definitions in Annex 1 to the Delegated Act (EU) 2021/2178, supplementing Article 8 of the Taxonomy Regulation. Relevant data has been collated from the Group’s financial systems. Denominators The turnover in the denominator consists of the Group’s total net sales. Net turnover corresponds to the reported net sales for the financial year (see net sales for the Group on page 112 and in Note 6). Poli - cies for consolidated revenue recognition are descri - bed in more detail in Note 2. The CapEx in the denominator includes the Group’s total capital expenditure during the reporting year. CapEx is defined as additions to property, plant and equipment and intangible assets during the year after deducting depreciation/ amortisation and any impairment, with the exception of changes to fair value. Also included are additions to, and revaluations of, right-of-use assets as well as property, plant and equipment and intangible assets related to business combinations. The Group’s acquisitions of land and goodwill are not included. See Notes 18 and 19 for further details. The OpEx in the denominator covers the Group’s total operational expenditure during the reporting year associated with the continued and effective functio - ning of such assets. OpEx is defined as direct non- capitalised costs that relate to research and develop - ment, short-term leases, maintenance and repair, and any other direct expenditures relating to the day-to- day servicing of items of property plant and equip - ment by the undertaking or third party to whom activities are outsourced that are necessary to ensure the conti- nued and effective functioning of such assets. See also Note 11, with certain supplementary disclosures. Numerators The turnover numerator includes net sales from ITAB's retail technology solutions, classified under CE 1.2 (Manufacture of electrical and electronic equipment). These sales were grouped by economic activity in line with Annex I to Delegated Regulation (EU) 2021/2178. The CapEx numerator covers investments in property, plant and equipment, and intangible assets linked to CE 1.2 manufacturing activities. This includes right-of- use assets and costs from business combinations but excludes land and goodwill. These amounts are below the 10 percent threshold and reported as non-assessed. The OpEx numerator covers operating expenditures related to the CE 1.2 manufacturing activity. This inclu - des direct costs associated with maintenance, repair, and short- term leases, as well as other day -to-day expenses supporting the activity. These amounts fall below the 10 percent threshold and are reported as non-assessed. Detailed disclosures are presented in the tables on the following pages. ===== SIDA 67 ===== 67 P.ITAB Group | Annual & Sustainability Report 2025 Financial year 2025 KPI (1) Total (2) Proportion of Taxonomy-eligible activities (3) Taxonomy-aligned activities (4) Proportion of Taxonomy-aligned activities (5) Breakdown by environmental objectives of Taxonomy-aligned activities Proportion of enabling activities (12) Proportion of transitional activities (13) Not assessed activities considered non-material (14) Taxonomy-aligned activities in previous financial year 2024 (15) Proportion of Taxonomy-aligned activities in previous financial year 2024 (16) Climate Change Mitigation (6) Climate Change Adaptation (7) Water (8) Circular Economy(9) Pollution (10) Biodiversity (11) Unit MSEK % MSEK % % % % % % % % % % MSEK % Turnover 12,780 15.80% 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 3.90% 23 0.30% CapEx 316 0% 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 4.70% 1 0.50% OpEx 11,643 0% 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 7.30% 0 0.00% Disclosures on EU Taxonomy objectives Proportion of turnover, CapEx, and OpEx from products or services associated with Taxonomy-eligible or Taxonomy-aligned economic activities – disclosure covering year 2025 (summary KPIs) SUSTAINABILITY REPORTEU TAXONOMY DISCLOSURE ===== SIDA 68 ===== 68 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTEU TAXONOMY DISCLOSURE Disclosures on EU Taxonomy objectives Reported KPI (Turnover) Financial year 2025 Economic Activities (1) Code (2) Taxonomy-eligible KPI (Proportion of Taxonomy eligible Turnover) (3) Taxonomy-aligned KPI (monetary value of Turnover) (4) Taxonomy-aligned KPI (Proportion of Taxonomy aligned Turnover) (5) Breakdown by environmental objectives of Taxonomy-aligned activities Enabling activity (12) Transitional activity (13) Proportion of Taxonomy-aligned in Taxonomy-eligible (14) Climate Change Mitigation (6) Climate Change Adaptation (7) Water (8) Circular Economy(9) Pollution (10) Biodiversity (11) Unit % MSEK % % % % % % % (E where applicable) (T where applicable) % Manufacture of electrical and electronic equipment CE 1.2 15.80 0 0% 0% 0% 0% 0% 0% 0% 0% Sum of alignment per objective 0% 0% 0% 0% 0% 0% Total KPI (Turnover) 15.80 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Proportion of turnover from products or services associated with Taxonomy-eligible or Taxonomy-aligned economic activities – disclosure covering year 2025 (activity breakdown) ===== SIDA 69 ===== 69 P.ITAB Group | Annual & Sustainability Report 2025 Social Our commitment to social responsibility goes beyond compliance with labour and human rights regulations. Through these disclosures, we aim to provide a transparent view of how we support and protect people connected to our business – from our own employees to workers in our value chain. This section reflects our focus on building a safe, fair and inclusive workplace, and on ensuring that the way we do business respects human dignity and fundamental human rights. The tables and narratives that follow are aligned with the S1 Own workforce and S2 Workers in the value chain chapters of the ESRS framework. They cover key areas such as working conditions, health and safety, equal treatment and opportunities, training and deve - lopment, social dialogue and freedom of association, as well as expectations and standards for workers employed by our suppliers and partners. By disclosing this information, we enable stakehol - ders to assess how ITAB Group manages social risks and impacts, and how we contribute to decent work across our value chain. Our approach is guided by the principle that social responsibility is not only a regulatory requirement but a strategic enabler of long- term performance. We recognise that topics such as employee well-being, workplace culture, diversity and respect for labour rights require continuous improvement and active engagement with our people and partners. These disclosures illustrate our current prac - tices and priorities and reaffirm our commitment to creating long- term value for employees, value chain workers, customers and the communities in which we operate. S1 Own workforce ESRS 2 SBM-2 Interests and views of stakeholders 70 ESRS 2 SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model 70 S1-1 Policies related to own workforce 71 S1-2 Processes for engaging with own workforce and workers’ representatives about impacts 73 S1-3 Processes to remediate negative impacts and channels for own workforce to raise concerns 74 S1-4 Taking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions 74 S1-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 75 S1-6 Characteristics of the undertaking’s employees 76 S1-7 Characteristics of non-employees in the undertaking’s own workforce 77 S1-8 Collective bargaining coverage and social dialogue 78 S1-9 Diversity metrics 79 S1-10 Adequate wages 79 S1-11 Social protection 79 S1-12 Persons with disabilities 80 S1-13 Training and skills development metrics 80 S1-14 Health and safety metrics 81 S1-15 Work-life balance metrics 82 S1-16 Remuneration metrics (pay gap and total remuneration) 83 S1-17 Incidents, complaints and severe human rights impacts 83 S2 Workers in the value chain ESRS 2 SBM-2 Interests and views of stakeholders 84 ESRS 2 SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model 84 S2-1 Policies related to value chain workers 85 S2-2 Processes for engaging with value chain workers about impacts 86 S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns 86 S2-4 Taking action on material impacts on value chain, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions 87 S2-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 88 SOCIAL SUSTAINABILITY REPORT ===== SIDA 70 ===== 70 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORTSOCIAL Material impacts, risks and opportunities IRO Positive / Negative Actual / Potential Own operations / Value chain Materiality level Management of the IRO Working conditions Secure employment, adequate wages, social dialogue, freedom of association and collective bargaining 1 I Positive Actual Own operations Significant • Apply the employer value proposition and employment practices to support secure employment • Promote fair and transparent remuneration practices across the Group. • Engage with employee representatives to support constructive social dialogue. • Aim to maintain transparent and fair working conditions across all operations. Work-life balance and working time, wellbeing activities. 2 I Positive Actual Own operations Significant • Apply working time arrangements that support work-life balance • Offer flexible working practices where appropriate • Implement well-being initiatives across the organisation • Recognise and address workload pressures, particularly during periods of growth Health and safety in the workplace 3 Work-related mental health issues, injuries and fatalities due to occupational health and safety risks from manufacturing processing of metal or wood I Negative Actual Own operations Significant • Apply structured health and safety governance • Conduct regular risk assessments • Implement safety procedures across operations • Drive continuous improvement initiatives to reduce the frequency and severity of workplace incidents Risk of fines, prosecution, reputational damage and reduced employee engagement due to serious workplace injuries or fatalities R Own operations Significant • Integrate health and safety risks into operational and governance processes • Enable escalation and oversight of identified issues • Implement corrective actions to mitigate legal, operational and reputational impacts Equal opportunities, including gender equality and diversity 4 Gender inequality and low diversity such as an unequal representation of women at senior management may negatively affect fairness, inclusion and access to opportunities I Negative Actual Own operations Significant • Implement diversity, equity and inclusion initiatives across the Group • Apply policies that promote equal treatment and non-discrimination • Reinforce leadership focus on fair representation and equal opportunities Training and development 5 Improving employees’ skills, employability and career progression through training and professional development activities, including appraisals and career development plans I Positive Actual Own operations Significant • Use structured appraisal processes to support employee development • Develop individual development plans aligned with business and employee needs • Provide access to training opportunities to build skills and capabilities Measures against violence and harassment in the workplace 6 Incidents related to violence, harassment, discriminations or other severe human rights issues in the workplace. I Negative Actual Own operations Significant • Apply the Code of Conduct and workplace policies to prevent violence and harassment • Provide reporting channels for employees to raise concerns • Use investigation procedures to address reported cases • Aim to ensure a safe and respectful working environment across the Group Below are the identified IROs for S1: SBM-2, SBM-3 Impacts, risks and opportunities S1 Own workforce ===== SIDA 71 ===== 71 P.ITAB Group | Annual & Sustainability Report 2025 SUSTAINABILITY REPORT SBM-2, SBM-3 Impacts, risks and opportunities SOCIAL ITAB Group recognises its own workforce as a key group of affected stakeholders whose working condi - tions, treatment, health, safety and access to opportu - nities have a direct impact on employee well-being, engagement and the Group’s ability to deliver long- term value. All employees in ITAB Group’s own workforce are included in the scope of these disclosures, including permanent and temporary employees; employees who are directly employed by the Group under an ITAB Group contract for a defined period or for the duration of a specific project. ITAB Group also uses third-party workers in certain parts of its operations, including in manufacturing facilities and for shop-fitting activities at customer sites, to provide flexibility in managing fluctuations in workload. These individuals are employed by external entities such as contractors, subcontractors or tempo - rary work agencies and are not part of ITAB Group’s own workforce. Accordingly, they are not included in the scope of S1 disclosures and are addressed, where relevant, under workers in the value chain. Based on the nature of ITAB Group’s operations and the jurisdictions in which the Group operates, ITAB Group has assessed that the risk of forced labour or child labour is not a salient issue within its own work - force. The material impacts and dependencies related to ITAB Group’s own workforce give rise to several strate - gic risks and opportunities that directly influence the Group’s strategy and business model. A stable, skilled and engaged workforce is critical for ITAB Group’s operational performance, product quality and capa - city to deliver integrated retail solutions; therefore, workforce-related dependencies shape decisions on capability development, recruitment, retention and leadership programmes. Material risks, such as health and safety incidents, skill shortages, high turnover, or discrimination and harassment, may disrupt opera - tions, increase costs, weaken productivity and undermine ITAB Group’s ability to execute its strate - gic priorities. Conversely, opportunities such as enhanced employee engagement, strengthened people leadership, improved working conditions, and increased diversity and inclusion support inno - vation, operational excellence and long-term compe titiveness. These workforce-related risks and opportunities are considered in strategic planning, investment decisions and the evolution of ITAB Group’s business model as identified through the Double Materiality Assessment. As part of ITAB Group’s health, safety and people processes, the Group has developed an understan - ding of whether certain groups within its own work - force may be at greater risk of harm due to particu - lar characteristics, contexts or activities. Through site-level risk assessments, safety committees, incident reviews and engagement with People & Culture and local management, ITAB Group has identified that heightened risk profiles may apply to employees working with machinery or heavy equip - ment, employees performing manual handling tasks, new employees or temporary workers who are less familiar with site procedures, and employees undertaking installation or shop-fitting activities at customer sites. Additional controls, supervision and training are in place for these groups, and risks are reviewed regularly as part of ITAB Group’s ISO 45001-aligned management systems. At present, ITAB Group has not identified any workforce sub- groups who face significantly elevated risks due to personal characteristics such as age, disability, gen - der or other protected attributes. S1 Own workforce S1-1 Policies Working conditions, secure employment and social dialogue ITAB Group has policies in place that set out its commitments to fair working conditions, secure employment and constructive social dialogue for its own workforce. These commitments are reflec - ted through global employee policies, country- specific policies and local employee handbooks, which together define both ITAB Group’s responsibi - lities as an employer and the expectations placed on employees. ITAB Group’s policies also cover the material topics of work–life balance, working time, and trai - ning and development. Working-time provisions, leave entitlements, flexible-working arrangements and work–life balance expectations are governed through country-specific labour policies, collective agreements where applicable, and local employee handbooks. Training and development are guided by ITAB Group’s People & Culture pro - cesses, which include performance and develop - ment reviews, leadership programmes, mandatory training and role-specific skills development. These policies and processes collectively ensure that the Group’s commitments on these material topics are clearly defined and consistently applied across the organisation. Key policies in this area include ITAB Group’s Code of Conduct and Group Pay Policy. These poli - cies are owned by the People & Culture organisa - tion, with overall accountability resting with the Chief People & Sustainability & People Officer. They apply to all employees in ITAB Group’s own work - force, including permanent and temporary employees directly employed by the Group. ITAB Group’s policies also cover the material topics of work–life balance, working time, and trai - ning and development. Working-time rules, leave provisions, and work–life balance expectations are governed through country-specific labour policies, collective agreements where applicable, and local employee handbooks. Training and development are supported through ITAB Group’s People & Cul - ture processes, including performance and deve - lopment reviews, mandatory training, leadership programmes and role-specific skills development. These policies and processes apply to all employ - ees in ITAB Group’s own workforce, ensuring consis - tent and structured management of these material topics across the Group. The Code of Conduct outlines ITAB Group’s ethi - cal principles and behavioural expectations, inclu - ding respect for human rights, fair treatment, responsible business conduct and compliance with applicable laws and international labour and human rights standards. It supports freedom of association, social dialogue and, where applica - ble, collective bargaining, in line with local legis - lation and practices. The Code also promotes a respectful and inclusive workplace and provides guidance on reporting concerns or misconduct. ITAB Group explicitly prohibits trafficking in human beings, forced or compulsory labour and child labour within its own workforce. These prohibitions are set out in the ITAB Group Employee Code of Conduct, supported by country-specific labour poli - cies and legal requirements in all jurisdictions where the Group operates. Employment with ITAB Group is voluntary, and workers have the right to terminate their employment in accordance with applicable legislation. ITAB Group does not employ workers below the legal minimum working age in any coun - try, and pre-employment checks, right- to-work verifi - cation and onboarding processes are designed to ensure compliance with these requirements. The Group Pay Policy sets out the principles gover- ning compensation and benefits across the Group. It establishes that remuneration should be fair, com - petitive and market-based, and explicitly prohibits discrimination in pay or benefits. Together, these poli- ===== SIDA 72 ===== S1 Own workforce SUSTAINABILITY REPORTSOCIAL cies aim to support secure employment relationships, transparency and trust between ITAB Group and its employees. ITAB Group does not have a Global Framework Agreement or other overarching binding agreements with trade unions or worker representative bodies at Group level relating to the respect of human rights. Worker rights and human-rights commitments are instead governed through ITAB Group’s Employee Code of Conduct, country-specific labour legislation, collective agreements where applicable, and local employee policies and handbooks. Work-life balance and working time ITAB Group recognises that working time arrange- ments and work-life balance are important factors influencing employee well-being, engagement and retention. Policies and local practices are designed to support compliance with applicable working time regulations and to promote reasonable working hours. Where appropriate and in line with operational requirements, ITAB Group supports flexible working arrangements and other practices intended to help employees balance work and personal commit - ments. These principles are reflected in local employ - ment policies and handbooks and are implemented in accordance with national legislation and collec - tive agreements where applicable. Health and safety Providing a safe and healthy workplace for employ - ees is a key priority for ITAB Group. This commitment is reflected in the Group Health & Safety Policy, which sets out ITAB Group’s overall approach to occupatio - nal health and safety and informs local health and safety policies and procedures. ITAB Group maintains a zero-vision approach to serious workplace injuries and accidents. The Group Health & Safety Policy establishes responsibilities for S1-1 Policies risk assessment, incident prevention and continu - ous improvement. Local management is respon - sible for implementing health and safety practices in line with the Group policy and applicable legal requirements. At present, ten of ITAB Group’s manufacturing sites operate occupational health and safety mana ge- ment systems certified to ISO 45001. Local health and safety policies are reviewed regularly by site management, and relevant updates or lessons learned are communicated at Group level to support consistency and ongoing improvement across operations. Equal treatment and opportunities ITAB Group is committed to equal treatment and equal opportunities for all employees. This commit - ment is embedded in the Employee Code of Conduct and the Group Pay Policy, which prohibit discrimination and promote fairness, diversity and inclusion in the workplace. The Employee Code of Conduct sets expectations for respectful behaviour and outlines ITAB Group’s position on non-discrimination, diversity and inclu - sion. It applies across all stages of employment, including recruitment, development, promotion and remuneration. These principles are intended to support a workplace culture where differences are respected and where all employees have access to opportunities based on merit and competence. Concerns related to discrimination, unequal treat - ment or other breaches of these principles can be raised through line management or through ITAB Group’s whistleblowing mechanisms, which are available to employees, via local grievance proce - dures or via the intranet link for Whistlelink (https:/ / itab.whistlelink.com/) and allows for confidential and/or anonymous reporting. Training and development ITAB Group recognises training and development as important enablers of employee engagement, per - formance and long-term employability. Employee development is supported through formal policies and structured processes, including appraisal dis - cussions, ongoing feedback and individual develop - ment planning. The annual appraisal process provides a formal opportunity for employees and managers to discuss performance, development needs and career aspi - rations. These discussions are intended to support individual growth while aligning employee develop - ment with business needs. Training and development opportunities are delive - red through a combination of local and Group-level initiatives, reflecting the diverse roles and skills requi - red across the organisation. Violence and harassment ITAB Group has a zero-tolerance approach to violence, harassment, discrimination and other inappropriate behaviour in the workplace. These principles are set out in the Employee Code of Conduct, which defines expected standards of behaviour and promotes a safe, respectful and inclusive working environment. The Code of Conduct makes clear that harass - ment, bullying, discrimination or other forms of abu - sive behaviour are not tolerated. Employees are encouraged to raise concerns through established reporting channels, including line management, People & Culture representatives or ITAB Group’s whistleblowing system. The whistleblowing channel allows anonymous reporting, and where reporters choose to identify themselves, confidentiality is maintained throughout the process. Employee age distribution 14.4% Under 30 years 53.3% 30-50 years 32.3% Above 50 years 72P.ITAB Group | Annual & Sustainability Report 2025 ===== SIDA 73 ===== 73 P.ITAB Group | Annual & Sustainability Report 2025 S1 Own workforce SUSTAINABILITY REPORTSOCIAL S1-2 Processes for engaging with own workforce Engaging with ITAB Group’s own workforce is an impor - tant part of understanding and managing the impacts, risks and opportunities identified through the Double Materiality Assessment. ITAB Group seeks to foster a culture of transparency and trust, where employees feel encouraged to share their views, expe - riences and concerns related to working conditions, well-being, health and safety, equal treatment and development opportunities. Engagement with employees takes place through a combination of formal and informal processes at both local and Group level. These processes are designed to enable dialogue with employees on an ongoing basis, rather than as one-off consultations, and to reflect the diversity of roles, functions and geograp - hies within the Group. The main engagement mechanisms include: Local work council structures and employee- relations processes, where applicable, which support dialogue between employees and management on working conditions, employment- related matters and organisational changes. Employee surveys and pulse checks conducted locally or at Group level, which are used to gather employee feedback on topics such as engage - ment, workload, leadership, well-being and work - place culture. Local People & Culture representatives, who act as a point of contact for employees and support dia - logue on people-related topics, including working conditions, development and well-being. Appraisal and development discussions between managers and employees, which provide structu - red opportunities to discuss performance, develop - ment needs, workload and well-being. Engagement with ITAB Group’s workforce occurs at multiple stages of the decision-making and impact-management process. During the Double Materiality Assessment, employee perspectives inform the identification of material impacts, risks and oppor - tunities. Throughout the year, workforce input is inte - grated into the design, prioritisation and evaluation of actions related to working conditions, well-being, equal treatment, health and safety, and development opportunities. Engagement takes place through a mix of formal and informal mechanisms, including bi- annual Group-wide employee engagement surveys, annual performance and development reviews, and local team dialogues, safety meetings and toolbox talks, which typically occur on an ad hoc basis when required. Day-to-day feedback channels, such as manager check-ins, local HR contact points and on going workplace interactions, operate continuously. These mechanisms, occurring at varying stages and frequencies, ensure that workforce perspectives are systematically incorporated into decisions and activi - ties aimed at managing actual and potential impacts. These engagement processes apply to ITAB Group’s own workforce, including both permanent and tempo - rary employees directly employed by the Group. Responsibility for ensuring that engagement with the own workforce is carried out in a structured and consistent manner rests with ITAB Group’s People & Culture function, with implementation supported by local management. Oversight of workforce engage - ment practices is part of the Group’s broader people governance framework. Insights from employee engagement are used to inform management decisions, priorities and actions related to people policies, leadership development, workplace practices and organisational change. Key themes and findings from surveys, appraisals and employee dialogue are reviewed by local manage - ment and, where relevant, escalated to Group-level People & Culture and management forums. This helps ensure that employee perspectives are considered when reviewing policies, identifying improvement areas and implementing changes that may affect the workforce. ITAB Group recognises that the effectiveness and maturity of engagement practices vary across regions and functions. The Group continues to work on strengthening consistency and follow-up, particularly in relation to feedback loops and communication back to employees on how their input has informed actions or decisions. The effectiveness of ITAB Group’s workforce engage - ment practices is assessed through a combination of qualitative and quantitative measures. Group-wide employee engagement surveys serve as a primary indicator, with results reviewed at Group and local management levels and compared across regions, functions and historical performance to identify strengths and areas requiring improvement. Follow-up actions from these surveys are tracked to assess whether issues raised by employees have been addressed within expected timeframes. Locally, the effectiveness of ongoing engagement mechanisms, such as team dialogues, safety meetings and feed - back channels, is evaluated through participation levels, the volume and nature of issues raised, and the extent to which employee input results in concrete actions or changes to processes. People & Culture teams periodically review these insights and report key findings to senior management. Together, these mechanisms enable ITAB Group to evaluate whether engagement processes are functioning as intended, strengthening trust, and improving outcomes for employees. Link to remediation and channels to raise concerns In addition to engagement processes, ITAB Group has established channels that allow employees to raise concerns or grievances where they believe they have experienced negative impacts related to their employ - ment. These channels are described in S1-3 Processes to remediate negative impacts and channels to raise concerns and complement the engagement mecha - nisms described above. Disclosure of steps taken to gain insight into perspectives of people in the own workforce who may be particularly vulnerable or marginalised Based on the nature of ITAB Group’s operations, work - force profile and the jurisdictions in which the Group operates, ITAB Group has not identified any groups within its own workforce who are considered to be at heightened risk of marginalisation or particular vulne - rability to negative impacts. As a result, no additional targeted engagement processes have been deemed necessary beyond the standard engagement mecha - nisms applied to all employees. If future assessments were to identify specific groups at greater risk of harm or marginalisation, ITAB Group would implement proportionate engagement proces - ses to ensure their perspectives are adequately under - stood and considered in decision-making. ===== SIDA 74 ===== 74 P.ITAB Group | Annual & Sustainability Report 2025 S1 Own workforce SUSTAINABILITY REPORTSOCIAL S1-4 Actions and resources ITAB Group implements a range of actions to sup - port its workforce and strengthen overall working conditions across the Group. These actions are designed to maintain a safe, fair and supportive work environment and to drive continuous improve - ment over time. Responsibility for planning and implementation rests primarily with the People & Culture function, supported by local management and other relevant Group functions. Priorities are set based on employee feedback, operational needs and insights gained through ongoing monitoring of workplace practices. Resources and allocation To manage these material impacts, risks and oppor - tunities, ITAB Group allocates resources through a combination of dedicated budgets within the People & Culture function and site-level operational budgets. These resources support activities such as health and safety programmes, training and deve - lopment, leadership capability initiatives, employee well-being support, and diversity and inclusion actions. While the Group does not allocate financial resources at a granular activity level, material topics are integrated into the annual planning and budge - ting cycle to ensure that adequate resources are available in each region and function. Actions are tracked through quarterly business reviews and People & Culture follow-up processes. Several actions were initiated or continued during the reporting period. These include the rollout of the Group-wide leadership development framework, improvements to workplace safety management, the harmonisation of HR policies, and enhanced fol - low-up linked to the Group engagement survey. Actions completed during the reporting period include the establishment of updated Group HR pro - cedures and the extension of the management trai - ning program beyond the senior management teams. Additional initiatives with a primary purpose of delivering positive impacts In addition to actions addressing material impacts, ITAB Group undertakes initiatives aimed specifically at strengthening positive outcomes for its workforce. These include: expanding leadership development offerings to broaden access for emerging leaders, increasing cross-regional collaboration initiatives to promote knowledge-sharing and career development, piloting improved onboarding processes to enhance early employee experience, implementing local well-being activities such as health campaigns and team-building initiatives. The effectiveness of these initiatives is assessed through participation levels, qualitative feedback, and linkages to engagement survey outcomes. For example, actions arising from engagement survey themes, such as strengthening communication and clarifying priorities, have resulted in local improve - ments in managerial dialogue and team routines. Distinguishing actions from outcomes ITAB Group recognises the difference between evi - dence of actions taken and evidence of measurable outcomes for employees. During the reporting period, actions such as safety improvements, leadership trai - ning and policy enhancements were implemented. Evidence of resulting outcomes includes reductions in repeat themes in case-handling categories, strengthened consistency in policy application, and increased participation in training modules. These observed developments indicate that the implemented actions are contributing to improved employee expe - rience and more consistent management practices. S1-3 Remediation processes and grievance channels for own workforce ITAB Group has processes in place to remediate negative impacts on its own workforce and to enable employees to raise concerns or grievances related to their employment. This includes matters such as wor - king conditions, health and safety, equal treatment, harassment, discrimination or other inappropriate behaviour. Employees are encouraged to raise concerns as early as possible through appropriate channels. The available channels are intended to be accessible, confidential and proportionate to the nature and severity of the issue raised. These channels include: Line management, as a first point of contact for many work-related concerns. People & Culture representatives, who provide guidance, support and follow-up on people- related matters. Employee surveys or local engagement mechanisms, which may allow for anonymous feedback on workplace issues. ITAB Group’s whistleblowing channel, which allows concerns to be reported confidentially or anony - mously and is available to all employees. Concerns raised through any of these channels are handled in accordance with ITAB Group’s establis - hed procedures. All reported issues are taken serio - usly and assessed to determine appropriate actions, taking into account the nature of the concern, poten - tial impacts on individuals, and applicable legal and internal requirements. Where negative impacts are identified, ITAB Group seeks to remediate them through appropriate mea - sures, which may include corrective actions, mana - gement interventions, disciplinary measures or other actions aimed at preventing recurrence. Investiga - tions are conducted in a professional and confiden - tial manner, with due consideration given to the rights and needs of all parties involved. ITAB Group does not tolerate retaliation against employees who raise concerns in good faith. Protec - tion against retaliation is embedded in ITAB Group’s Code of Conduct and whistleblowing procedures. Reported concerns are logged and tracked through ITAB Group’s case-handling processes to monitor progress, outcomes and closure. Aggrega - ted information from reported cases, including themes, recurrence and resolution status, is reviewed by relevant functions to assess the effectiveness of reporting channels and remediation measures and to identify areas for improvement. Responsibility for overseeing remediation processes and handling reported concerns rests with the People & Culture function, in coordination with line management and other relevant functions, such as Legal, where appropriate. More severe or systemic issues may be escalated to Group Management in line with ITAB Group’s governance and risk manage - ment processes. Insights from reported concerns and remediation processes are used to inform continuous improve - ment of policies, practices and preventive measures, including updates to training, leadership practices and internal controls. https:/ /itab.com/whistleblowing-service ===== SIDA 75 ===== 75 P.ITAB Group | Annual & Sustainability Report 2025 S1 Own workforce SUSTAINABILITY REPORTSOCIAL S1-5 Targets and metrics ITAB Group maintains a set of workforce-related ambitions that guide the Group’s people strategy and support continuous improvement across the organisation. These include a gender balance ambi - tion, focus on health and safety outcomes, work-life balance considerations, and enhancements to trai - ning and development practices. While these ambi - tions shape internal planning and performance over - sight, they are not currently structured as ESRS-aligned targets. The ambitions monitored during the reporting period include: gender balance ambition (neither gender represents more than 60 percent at departmental and management levels), zero-tolerance approach to violence and harassment, continuous improvement of health and safety performance toward zero lost time accidents, strengthening appraisal and employee develop - ment processes. Status of ESRS-aligned targets ITAB Group confirms that it has not adopted quantita - tive, time-bound targets for its own workforce that fully meet the technical requirements of ESRS S1 (including a defined base year, specific KPIs and measurable milestones). This is due to the ongoing evolution of HR data systems, harmonisation of pro - cesses across the combined ITAB and HMY Group and enhancements to workforce indicators that are planned for implementation through 2026 and 2027. As a result, the workforce-related aspirations descri - bed above do not constitute ESRS-aligned targets at this time, because they currently lack the necessary base year, milestones and quantitative metrics requi - red under ESRS. Future plans for target development ITAB Group intends to reassess the feasibility of adop - ting ESRS-compliant targets for material workforce topics once its HR information systems have been harmonised and workforce indicator coverage has materially improved. This reassessment will consider lessons learned from the development and gover - nance of Group-level targets and emerging HR data capabilities during the implementation of the Group’s digital HR and learning platforms. Tracking and assessing effectiveness of actions The effectiveness of actions and initiatives is monito - red through a combination of quantitative and quali - tative indicators. Reported concerns are logged and tracked through ITAB Group’s case-handling proces - ses to monitor progress, outcome and closure time. Aggregated insights, including recurring themes, reso - lution status and the type of issues raised, are reviewed regularly by relevant functions to assess whether actions are having the intended effect and to identify where further efforts are required. In addition, People & Culture conducts structured follow-up on training participation. Improvements in local safety practices are monitored through incident data and qualitative assessments from site managers, providing insight into the impact of safety-related initi - atives. Together, these mechanisms help ITAB Group evaluate whether actions are achieving meaningful outcomes for its workforce. Process to identify appropriate actions in response to actual or potential negative impacts When a potential or actual negative impact on the workforce is identified, for example through employee feedback, case handling, incident reporting, engage - ment surveys or management reviews, the relevant People & Culture representatives and operational managers assess the issue to determine the under - lying causes and the required corrective or preventive actions. This process may involve revising work instruc - tions, strengthening leadership practices, providing training, updating policies, or implementing site-level operational changes. Identified actions are then monitored through local follow-up processes and escalated where additional Group-level support is required. Planned and ongoing actions to mitigate material risks and dependencies ITAB Group’s planned and ongoing actions to mitigate material risks arising from impacts and dependencies on its workforce include: improving consistency of health and safety practices through enhanced governance, risk assessment and accident investigation processes, strengthening leadership capability to support employee well-being, fair treatment and effective communication, harmonising HR policies and procedures to improve transparency and reduce disparities across regions and entities, supporting workforce stability and capability through recruitment, onboarding, upskilling and retention activities. The effectiveness of these actions is tracked through review of incident data, safety observations, leader - ship feedback, case-handling trends, and engage - ment survey results. Ensuring ITAB Group’ s own practices do not cause or contribute to material negative impacts ITAB Group seeks to ensure that its own practices do not cause or contribute to material negative impacts on its workforce by maintaining clear employment policies, codes of conduct, safety requirements and remediation processes. Compliance is supported through mandatory training, leadership accountabi - lity, internal controls and local management oversight. Where issues arise, they are addressed through investi - gations, corrective actions and follow-up to prevent recurrence. Insights from case handling and engage - ment activities are used to strengthen policies, practi - ces and leadership behaviours to reduce the likeli - hood of similar impacts occurring in the future. S1-4 Actions and resources ===== SIDA 76 ===== 76 P.ITAB Group | Annual & Sustainability Report 2025 Contract type by gender 2025 2024 Headcount Male Female Other Not disclosed Male Female Other Not disclosed Number of employees 4,031 1,403 – – 1,842 681 – – Number of permanent employees 3,989 1,389 – – 1,823 672 – – Number of temporary employees 42 14 – – 19 9 – – Number of non-guaranteed hours employees – – – – – – – – Contract type by region 2025 Headcount Southern Europe Central Europe Rest of the World Northern Europe Eastern Europe UK & Ireland Total Number of employees 2,549 805 671 623 590 196 5,434 Number of permanent employees 2,544 757 670 621 590 196 5,378 Number of temporary employees 5 48 1 2 – – 56 Number of non-guaranteed hours employees – – – – – – – Employee turnover 2025 2024 Employee turnover (headcount) 826 360 Employee turnover rate, % 15.2 14.5 S1-6 Characteristics of the undertaking’ s employees The disclosures under S1-6 cover ITAB Group’s own workforce, defined as employees who have an employment contract with ITAB Group, inclu - ding permanent and temporary employees engaged under fixed-term contracts. Temporary employees are paid directly by ITAB Group and employed for a defined period or for the dura - tion of a specific project. Individuals engaged through third-party contractors, temporary work agencies or other service providers are not included in the own workforce figures and are addressed separately under ESRS S2 Workers in the value chain. The total number of employees disclosed in accordance with ESRS S1-6 is based on end-of- period headcount and represents the number of individuals employed by ITAB Group on the final day of the reporting period. This figure differs from the employee number presented in the financial statements, which is reported as FTE of employees over the financial year in accordance with financial reporting requirements. The employee information in this section should therefore be read alongside the FTE employee figures disclosed in Note 8 of the consolidated financial statements, which represent the “most representative” number for financial reporting purposes. Gender, headcount 2025 2024 Male 4,031 1,842 Female 1,403 681 Other – – Non-disclosed – – Total 5,434 2,523 Country of employment, headcount 2025 2024 Spain 1,332 10 France 802 34 Czechia 421 390 Italy 379 360 Germany 291 246 Türkiye 289 – Sweden 283 264 China 253 268 Brazil 215 – UK 196 160 Norway 160 159 Finland 156 145 Lithuania 143 148 Latvia 94 103 Netherlands 92 66 Argentina 88 79 Poland 55 10 Accounting policy Headcount is all employees with an ITAB Group contract on 31 December 2025, including temporary/ fixed term employees. This also includes an employed person on family related leave. SUSTAINABILITY REPORTSOCIAL S1 Own workforce Accounting policy Headcount broken into country of employment, disclosing all countries with more than 50 employees. Accounting policy Headcount broken into type of contract. Accounting policy Headcount broken into the following regions; Southern Europe : France, Italy, Portugal, Spain. Central Europe: Belgium, Czechia, Germany, Netherlands. Rest of the World : Argentina, Brazil, Chile, China, India, Mexico, Peru, Saudi Arabia, UAE, USA. Northern Europe : Denmark, Finland, Norway, Sweden. Eastern Europe : Estonia, Latvia, Lithuania, Poland, Türkiye. UK & Ireland : United Kingdom. Accounting policy The numerator is the number of employees that left the business in 2025. The denominator is the opening balance of employees adding the closing balance of employees and then divided by 2 to give an average number of employees. ===== SIDA 77 ===== 77 P.ITAB Group | Annual & Sustainability Report 2025 In addition to its own workforce, ITAB Group engages non-employees to support its operations. Non-employees are individuals who perform work for the Group but are not directly employed by ITAB Group and are instead engaged through third- party providers, such as temporary work agencies, contractors or subcontractors. Non-employees are primarily used in manufac - turing facilities and in customer installation and shopfitting activities to provide operational flexibility and to respond to variations in workload and project demand. These arrangements allow ITAB Group to supplement its own workforce during peak periods or for specialised tasks. Non-employees working on ITAB Group sites or pro - jects are subject to applicable health and safety requirements and are expected to comply with ITAB Group’s Code of Conduct and relevant site rules. Non-employees are not included in ITAB Group’s own workforce figures and are addressed separa - tely from employees engaged under ITAB Group employment contracts. Methodology and basis of preparation The number of non-employees reported by ITAB Group is compiled based on information provided directly by the external entities that supply tempo - rary workers, contractors and subcontractors. Suppliers are requested to report the number of individuals performing work for ITAB Group at the end of the reporting period, disaggregated by gender. Reporting unit: Non-employee worker numbers are reported as headcount, not full-time equivalents, as ITAB Group does not have access to complete hour-level data for non-employees. Reporting date: The figures represent the number of non-employees engaged on the final day of the reporting period. ITAB Group does not currently cal - culate an average figure, as supplier-reported data is provided on a period-end basis. Methodological assumptions: ITAB Group assu - mes that information submitted by third-party supp - liers is accurate and complete. No further adjust- ments or extrapolations are made by ITAB Group. Contextual information and fluctuations ITAB Group’s use of non-employees changes through - out the year in line with operational needs such as project activity, seasonal installation work and produc - tion volumes. However, ITAB Group does not track or report these intra-year fluctuations. For consistency and reliability, ITAB Group discloses non-employee numbers based solely on the head - count at the end of the reporting period, which is considered the most representative point-in-time figure for annual reporting. As a result, only year-end numbers are reported, and other fluctuations during the year are not disclosed, as ITAB Group does not monitor them systematically and they would not be possible to compile with sufficient accuracy. Use of estimates ITAB Group does not use estimates to calculate the number of non-employees. All figures are based on exact headcount data provided by external suppliers at the end of the reporting period. Therefore, the disclosure of estimated numbers, as foreseen under AR 63, is not applicable for ITAB Group. S1-7 Non-employee characteristics Headcount 2025 2024 Female 16 6 Male 105 35 Total 121 41 Accounting policy All non-employees (not on an ITAB Group Contract) on 31 December 2025. SUSTAINABILITY REPORTSOCIAL S1 Own workforce S1-7 Characteristics of non-employees in the undertaking’ s own workforce ===== SIDA 78 ===== 78 P.ITAB Group | Annual & Sustainability Report 2025 S1-8 Collective bargaining coverage and social dialogue Collective bargaining coverage Social dialogue Employees-EEA Employees non-EEA Workplace representation (EEA only) Coverage rate 2025 2024 2025 2024 2025 2024 0-19% Czechia, Spain, Latvia, Lithuania Czechia, Latvia, Lithuania China, UK China, UK Czechia, Poland 20-39% Finland 40-59% Germany, Norway Norway Argentina Argentina Spain, Germany Germany 60-79% Germany 80-100% France, Italy, Netherlands, Sweden Finland, Italy, Netherlands, Sweden Brazil Finland, France, Italy, Latvia, Lithuania, Netherlands, Norway, Sweden Finland, Italy, Norway, Netherlands, Sweden Collective bargaining coverage ITAB Group recognises the role that collective bargai - ning plays in supporting fair and equitable employ - ment conditions. Across the Group, the coverage of collective bargaining agreements varies by geo - graphy and national context: % of total employees covered by collective bargaining agreements: 37.3% For employees not covered by collective bargaining agreements, working conditions and terms of employ - ment are determined through local employment poli - cies, statutory frameworks and internal governance processes that align with applicable laws and industry practice. S1-8 Collective bargaining coverage and social dialogue Accounting policy Collective agreements is calculatesd using the formula: Number of employees covered by collective bargaining agreements/Number of employees x 100. Employees in that country which are employed in establishments in which employees are represented by workers’ representatives is calculated using the following formula: Number of employees working in establishments with workers' representatives/ number of employees x 100. Social dialogue ITAB Group supports social dialogue through both formal and informal mechanisms that enable employee engagement, consultation and represen - tation: Employees covered by workers’ representatives: 50.3% (reported at country level for EEA jurisdic - tions with significant employment) ITAB Group does not currently have a European Works Council (such as EWC, SE Works Council or SCE Works Council) in place but maintains on going dialogue with employee representatives and local works councils where relevant. Where employee representation structures exist, these provide channels for discussing working con - ditions, organisational changes and employee feedback at local level. For employees not covered by formal representation, ITAB Group encourages dialogue through People & Culture functions, management engagement, employee surveys and other regular communication channels. S1 Own workforce SUSTAINABILITY REPORTSOCIAL ===== SIDA 79 ===== 79 P.ITAB Group | Annual & Sustainability Report 202579P.ITAB Group | Annual & Sustainability Report 2025 S1 Own workforce SUSTAINABILITY REPORTSOCIAL S1-9 Diversity 2025 2024 Senior managers Headcount % Headcount % Women 35 21.2 25 20.8 Men 130 78.8 95 79.2 Age distribution Under 30 years 785 14.4 305 12.1 30-50 years 2,896 53.3 1,384 54.9 Above 50 years 1,753 32.3 834 33.0 ITAB Group monitors workforce diversity metrics to sup - port transparency and to inform workforce planning and diversity, equity and inclusion initiatives. The diver - sity metrics disclosed for the reporting period cover ITAB Group’s own workforce and are presented in the accompanying tables, including: (i) gender distribu - tion at top management level (in both number and percentage), and (ii) age distribution of employees in the required age bands (under 30 years, 30–50 years, and over 50 years and above). The metrics are compiled using Group-level HR reporting processes and are reviewed to support S1-9 Diversity metrics S1-10 Adequate wages ITAB Group ensures that all employees are paid in accordance with applicable national and local minimum wage legislation and collective bargaining agreements where such agree - ments apply. Compliance with statutory mini - mum wage requirements is monitored through local payroll and governance processes across the Group. The concept of an “adequate wage” under ESRS S1 goes beyond legal minimum wages and may, in certain jurisdictions, require comparison against benchmarks reflecting a decent stan - dard of living. Given ITAB Group’s presence across multiple countries with differing wage- setting mechanisms, minimum wages may not in all cases fully reflect adequate wage levels as defined in the ESRS. Within the European Economic Area, ITAB Group applies national minimum wage legisla - tion or collective bargaining outcomes as the primary benchmark for wage setting, in line with applicable legal frameworks. In countries where no statutory minimum wage exists, wages are set through collective agreements or market- based practices. Outside the EEA, ITAB Group currently uses statutory minimum wages and applicable collec - tive agreements as the baseline for wage compli - ance. The Group recognises that in certain juris - dictions these benchmarks may not fully reflect adequate wage levels as defined in ESRS S1. ITAB Group is therefore in the process of strengthening its approach to adequate wage assessment by reviewing available international wage benchmarks and methodologies, such as those referenced in ESRS S1 Application Require - ment 73. This work will support a more robust assessment of wage adequacy over time and inform future disclosures. Accounting policy Senior management is definded as the top four levels of management below the Board of Directors. In 2025 there were 165 Senior Management positions. consistency and comparability across the Group. Where relevant, ITAB Group also monitors workforce composition by employee category (e.g., blue-collar and white-collar) to support internal analysis and targe ted actions. ITAB Group defines “senior management” as the four organisational levels below the Board of Directors. This includes:(1) the Chief Executive Officer; (2) the C-suite and Senior Vice Presidents; (3) Vice Presidents and Heads of Functions; and (4) Directors or equivalent senior leaders. This definition is applied consistently across all Group entities. S1-11 Social protection ITAB Group provides social protection for the vast majority of its employees through a combination of statutory national schemes and employer-provided benefits. Across most countries in which ITAB Group operates, employees have access to one or more forms of income protection in the event of sickness, occupational injury or disability, redundancy, parental leave or retirement. Coverage levels differ between juris- dictions, reflecting variations in local legislation, collec- tive bargaining arrangements and market practice. A review conducted during 2025 confirmed that statu tory or employer-provided schemes exist for all key categories of social protection in almost all ITAB Group countries. For redundancy or unemployment protection, statutory schemes do not exist for all employees in a limited number of countries. Specifi - cally, Peru, the UAE and the United States do not pro - vide statutory income-replacement schemes equiva - lent to unemployment or redundancy insurance for all employees. In Saudi Arabia, statutory pension cover - age applies only to Saudi nationals through the GOSI system, meaning expatriate employees are not cove - red by a state pension scheme. In all other countries, statutory schemes provide income protection across the major life events defined in this Disclosure Require - ment, supplemented by employer-provided benefits where relevant. Based on this assessment, ITAB Group is able to con - firm that all employees are covered by social protec - tion against loss of income due to sickness, employ - ment injury or acquired disability, and retirement in every country in which the Group operates. Coverage for redundancy or unemployment and for parental leave is comprehensive in most jurisdictions but is limi - ted in the specific cases noted above. ITAB Group will continue to review its social protec - tion landscape to ensure alignment with local regula - tory requirements and to identify where additional measures may be appropriate in countries with more limited statutory protection. ===== SIDA 80 ===== 80P.ITAB Group | Annual & Sustainability Report 2025 S1 Own workforce SUSTAINABILITY REPORTSOCIAL S1-12 Persons with disabilities S1-13 Training and skills development metrics ITAB Group aims to foster an inclusive working environment and to support employees with disabilities through reasonable workplace adjustments. However, the Group does not currently collect or disclose quantitative data on the number of employees with disabilities. Under ESRS S1-12 and applicable data-protec - tion frameworks (including GDPR), it is permissible to collect such data where collection is voluntary, proportionate and based on explicit consent or another lawful basis. At present, ITAB Group does not have the systems, processes or capacity requi - red to collect, store and manage disability-related information in a way that would ensure full compli - ance with these requirements across all jurisdic - tions in which the Group operates. As a result, ITAB Group has not yet established Group-wide mechanisms for voluntary self-identifi - cation, anonymous or aggregated reporting, or structured monitoring of disability status. Instead, support for employees with disabilities is provided on a case-by-case basis through local manage - ment and People & Culture teams, who handle requests for workplace adjustments confidentially and in line with local legal requirements. As ITAB Group continues to harmonise its HR systems and processes, the Group will assess the feasibility of implementing a compliant and standardised approach to collecting voluntary, anonymised or aggregated data on employees with disabilities in future reporting periods. ITAB Group provides training through a combination of onboarding, leadership development, role-based learning and local training initiatives. At present, ITAB Group cannot report the average number of training hours per employee on a consistent Group- wide basis, because training data is recorded in multiple systems and not all training is captured in a way that supports reliable consolidation. To close this gap, ITAB Group is implementing a Group-wide digital training platform during 2026. This will harmonise how training is assigned, comple - ted and recorded, enabling consistent tracking of participation and training hours and supporting future ESRS-aligned reporting. In the meantime, ITAB Group continues to monitor progress in capability building through qualitative indicators, including the proportion of employees completing annual appraisal discussions with documented development plans and participation in key leadership and competence development ini - tiatives. These measures form part of ITAB Group’s ongoing efforts to strengthen workforce compe - tence and support employee development across the Group. S1-13 Training and skills development 2025 2024 Total appraisals by gender Appraisal Headcount % Appraisal Headcount % Women 924 1,403 65.9 463 681 68.0 Men 2,272 4,031 56.4 1,314 1,842 71.3 Total appraisals by gender 3,196 5,434 58.8 1,777 2,523 70.4 Accounting policy Each employee, by gender, who has had an apprasial in 2025 as the numerator . The total number of employees by gender as the denominator . ===== SIDA 81 ===== 81 P.ITAB Group | Annual & Sustainability Report 202581P.ITAB Group | Annual & Sustainability Report 2025 S1 Own workforce SUSTAINABILITY REPORTSOCIAL S1-14 Health & safety Health & safety 2025 2024 Employees covered by Health & Safety Management System, % 100% 100% Temporary employees covered by Health & Safety Management System, % 100% 100% Fatalities - employees, number – – Recordable work-related accidents employees, number 100 59 Recordable work-related accidents rate, per million hours worked 11.1 11.6 Non-recordable work-related accidents employees, number 160 N/A Total frequency accident rate, per million hours worked 28.8 N/A Days lost due to work-related injuries from work-related accidents, number 1,550 1,271 Absence, % Short term 2.0% 2.3% Long term 2.0% 1.7% Total 4.0% 4.0% Accounting policy Work related fatalities are the number of deaths occur - ring from work related injuries or ill health, occurring to an ITAB Group employee in the reporting period. Work related accidents are the number of lost time accidents from work related injuries or ill health, occur - ring to an ITAB Group employee in the reporting period. The accident rate is calculated using the number of lost time accidents, divided by the hours worked and multiplied by 1 million to provide a rate per million hours worked. The total frequency accident rate is cal - culated by using the number of lost time accidents and non-lost time accidents, divided by the hours wor - ked and multiplied by 1 million to provide a rate per million hours worked. Sick leave is the total number of short-term hours lost plus the total number of long-term sick hours lost due to illness, divided by the total scheduled hours. Short term is defined as 30 calendar days and long term is equal to or greater than 30 days, S1-14 Health and safety metrics ITAB Group reports health and safety performance through Group indicators including fatalities, lost-time accidents, non-lost-time accidents and near misses. ITAB Group discloses the number of fatalities resulting from work-related injuries and work-related ill health for both employees and non-employees working under ITAB Group’s operational control (such as contractors and agency labour on ITAB Group sites or under ITAB Group supervision). Where ill-health fatality data is not separately tracked in certain jurisdictions, ITAB Group discloses this limitation and the steps being taken to strengthen classification and reporting. Definition of recordable accidents and work-related ill health Recordable cases at ITAB Group are defined as inci - dents that result in lost working time due to either a work-related accident or a work-related ill-health con - dition. These definitions are part of ITAB Group’s inter - nal health and safety reporting framework and are applied consistently across all sites. Lost Time Accident (LTA) An LTA is defined as: “An unplanned single event that results in an injury and leads to the next normal working period being missed.” This means that if an employee cannot perform their normal work during the next scheduled shift because of a work-related injury, the incident is counted as a Lost Time Accident. Lost Time Work-Related Ill Health To ensure consistency with the LTA definition, ITAB Group defines a recordable work-related ill-health case as: “A medically confirmed work-related illness or condition that results in the next normal working period being missed.” This includes situations where an occupational ill - ness (for example, repetitive strain injury, work-related stress, respiratory symptoms, hearing issues, etc.) is confirmed by a medical professional and prevents the employee from performing their normal duties during their next scheduled working time. Scope of recordable cases Only cases that result in lost time are included in ITAB Group’s recordable incident metrics. Cases requiring only first aid, medical treatment, or involving restricted duties without missed working time are not treated as recordable. These definitions form the basis for calculating Lost Time Accident Frequency Rate, also known as Total Frequency Rate (TFR), Lost Time Severity Rate (LTSR) and other safety performance indicators. Data limitations ITAB Group’s reporting system currently records inci - dents for all workers operating under the Group’s ope - rational control but does not consistently distinguish between employees and non-employees (such as contractors or agency workers). As a result, the health and safety metrics presented in this section reflect aggregated incident data covering all workers on ITAB Group sites or under the Group's supervision. In addition, the current incident reporting database does not consistently classify commuting-related inci - dents separately from work-related incidents across all jurisdictions. While commuting incidents are not consi - dered work-related under ITAB Group’s health and safety definitions, they may in some cases remain inclu - ded in the aggregated data due to local legislation. ITAB Group is implementing improvements to its health and safety reporting processes and systems in order to enhance the classification of incidents and enable cle - arer differentiation between worker categories and commuting-related events in future reporting periods. All employees in ITAB Group are covered by Health & Safety Management Systems. Gender distribution 74% Male 26% Female ===== SIDA 82 ===== 82 P.ITAB Group | Annual & Sustainability Report 2025 S1 Own workforce SUSTAINABILITY REPORTSOCIAL ITAB Group discloses the extent to which employees are entitled to and make use of family-related leave. This includes: (i) the percentage of employ - ees entitled to take family-related leave and (ii) the percentage of entitled employees that took family- related leave, with a breakdown by gender. Where all employees are entitled through social policy and/or collective agreements, ITAB Group states this to meet the disclosure requirement. 2025 2024 S1-15 Work-life balance Female, headcount Female, % Male, headcount Male, % Total, % Female, headcount Female, % Male, headcount Male, % Total, % Employees entitled to take family-related leave 1,400 99.7% 4,029 100.0% 99.9% 681 100% 1,842 100% 100% Employees that took family-related leave 156 11.2% 274 6.8% 7.9% 74 10.9% 90 4.9% 6.5% Accounting policy Family-related leave includes leave for caring for sick children or relatives, maternity leave, paternity leave, parental leave, breastfeeding, birth, and adoption. S1-15 Work-life balance metrics ===== SIDA 83 ===== 83 P.ITAB Group | Annual & Sustainability Report 2025 S1 Own workforce SUSTAINABILITY REPORTSOCIAL S1-17 Incidents, complaints and severe human rights impacts ITAB Group has processes in place to identify, record and address incidents and complaints related to dis - crimination, harassment and other adverse impacts affecting its own workforce. Employees may raise concerns through established grievance channels, line management, People & Culture functions and the Group’s whistleblowing mechanism. All reports are handled confidentially and in accordance with applicable laws, internal policies and data protec - tion requirements. For the reporting period, ITAB Group discloses in the accompanying table the number of reported incidents of discrimination (including harassment), the number of complaints raised through formal grievance channels, and any related fines, penalties or compensation. In line with ESRS requirements, disclosures focus on aggregated figures to protect the confidentiality and privacy of individuals involved. ITAB Group also assesses whether any severe human rights incidents involving its own workforce have occurred during the reporting period. A severe human rights incident is defined as an incident that has a significant adverse impact on individuals and requires remediation beyond routine corrective actions. During the reporting period, ITAB Group iden - tified no severe human rights incidents involving its own workforce. Consequently, no fines, penalties or compensation related to severe human rights inci - dents were recorded. Insights from reported incidents and complaints are reviewed by relevant management functions and used to inform preventive measures, policy updates and awareness activities, supporting conti - nuous improvement in maintaining a respectful and inclusive working environment. S1-17 Incidents, complaints and severe human rights impacts 2025 2024 Complaints filed through channels for people in own workforce to raise concerns, number 36 N/A Discrimination including harassment complaints raised and investigated, number 17 7 Confirmed incidents of discrimination including harassment, number 8 4 Fines, penalties, and compensation for damages as a result of the incidents and complaints, SEK thousands – – Severe human rights incidents, number – – Non-respect of the UN Guiding Principles on Business and Human Rights, ILO Declaration on Fundamental Principles and Rights of Work or OECD Guidelines for Multinational Enterprise Incidents, number – – S1-16 Renumeration metric Renumeration annual total 2025 2024 Renumeration ratio 1:41.5 1:35.4 Accounting policy Total remuneration includes fixed pay, vari - able pay, bonuses, allowances, benefits in kind, and employer pension contributions. Figures are based on annual remuneration, with part-time employees’ pay annualised to ensure comparability. The median is calculated from the full employee population included in ITAB Group’s own workforce on the final day of the reporting period. All remuneration amounts are converted to the Group’s reporting currency using ITAB Group’s standard annual exchange rate. Non-employees (contractors, agency wor - kers) are excluded and disclosed separately under S1-7. The formula used to calculate the annual total renumeration ratio: Annual total renumeration for ITAB Groups highest paid individual Median employee annual total renumeration (excluding the highest paid individual) S1-16 Remuneration metrics Gender pay gap For the reporting period, ITAB Group is not yet able to calculate and disclose the unadjusted gender pay gap in accordance with ESRS S1-16 and the methodo - logy described in AR 98–AR 100. The Group currently operates with multiple HR and payroll systems across different countries, which prevents the consistent extraction and consolidation of the detailed remune - ration components required for an ESRS-compliant calculation (including annualised pay, benefits, allowances, and comparable categorisation of employee groups). As part of the Group’s digitalisation roadmap, ITAB Group will implement a common HR system beginning in mid-2026. This programme will harmonise remunera - tion and employee data across all regions, enabling ITAB Group to produce a complete and accurate gen - der pay gap calculation in future reporting periods. Until this system is implemented and validated, ITAB Group is unable to disclose the gender pay gap. Annual total remuneration ratio ITAB Group discloses the ratio of the annual total remu - neration of the highest-paid individual to the median annual total remuneration of all employees, and the ratio of the annual total remuneration of the Chief Executive Officer (CEO) to the same median. For the reporting period, the CEO is also the highest- paid individual. As a result, both ratios are identical. The ratio is presented in the accompanying table. ===== SIDA 84 =====