SOCIAL INFORMATION

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Strategy

Material impacts, risks, and opportunities and their relationship to strategy and business model
AddLife’s workforce primarily consists of employees in sales, administration, and service, while some subsidiaries also have employees in warehouse operations, production, and technical service. All individuals in AddLife’s workforce who may be materially affected by the company’s operations are included in the reporting under ESRS 2. This includes both employees of AddLife and, in some cases, contracted personnel or self-employed individuals working within the group’s operations.

Employees of AddLife

• White-collar employees in sales, administration, and service
• Warehouse and production staff in certain subsidiaries
• Technical service employees working with product installation and support.

External Workforce (Not employed by AddLife)

• Contracted personnel from third-party companies, mainly within warehousing and logistics
• Self-employed individuals and consultants engaged for specialized assignments

AddLife considers all these groups in its company-wide assessment of impacts and risks related to working conditions, workload, and skills development.

The main negative impact concerns work-related stress and an uneven gender distribution in leadership positions. These are not isolated incidents but rather recurring and structural issues that AddLife actively seeks to address. The group’s annual employee survey shows that 19 percent of employees often or very often experience work-related stress. 81 percent consider the work culture to be inclusive, while 5 percent report experiencing discrimination. The overall gender distribution within the group is 55 percent men and 45 percent women, but in leadership positions, the proportion of men is higher (65 percent men, 35 percent women). AddLife has not identified any systemic risks related to child labor, forced labor, or other serious labor rights violations in the countries and regions where the company operates.

The positive impact primarily consists of investments in skills development, with AddLife Academy playing a central role by offering training programs that enhance employees’ competencies and career development.

These impacts are strongly linked to AddLife’s business model and strategy. Workload and stress partly result from the high pace of change within the Life Science industry, where rapid adaptation and development are required. The group’s long-term strategy includes initiatives in education and leadership development to address these challenges.

The identified risks and opportunities have a long-term impact on AddLife’s business model, competitiveness, and employee well-being. To ensure sustainable development, AddLife plans to conduct a group-wide review of its HR strategy.

At the same time, subsidiaries implement measures tailored to their specific operations. An internal HR network, consisting of HR managers from subsidiaries with dedicated HR functions, is developing guidelines for subsidiaries on how to handle HR-related issues. These guidelines were initiated in 2024 and are scheduled for completion and implementation in 2025.

AddLife is also working on a company-wide diversity and inclusion strategy, which will be developed in 2025 and launched in 2026. The strategy aims to ensure a more inclusive work environment and equal career opportunities.

The time horizon varies depending on the impact:

• Work-related stress requires continuous efforts and ongoing monitoring.
• Gender equality and inclusion efforts are a long-term process, where effects may gradually become visible during 2025–2026 with the launch of group-wide strategies.
• Skills development through AddLife Academy has both short-term benefits (increased competence in the present) and long-term effects by strengthening the company's adaptability.

The impacts and risks within the group's workforce primarily stem from AddLife’s own operations rather than from external business relationships. Work-related stress and gender equality are mainly driven by internal factors such as workload, leadership, and recruitment processes.

An assessment has been conducted of the identified risks and opportunities related to work-related stress, gender equality, and skills development. AddLife has not identified any material financial effects on the group’s financial position, results, or cash flows from a group perspective.

In the long term, investments in training programs and guidance for subsidiaries may incur costs related to implementation and training, but these are expected to be limited and managed within ongoing operations. AddLife does not anticipate any material changes to the group’s financial position related to these initiatives.

AddLife has not conducted a specific resilience analysis related to the identified risks and opportunities in terms of work-related stress, gender equality, and skills development. However, AddLife continuously supports its subsidiaries by providing guidance on relevant HR issues and by further developing AddLife Academy.

AddLife assesses that the group's decentralized business model allows subsidiaries to adapt to their specific needs and challenges regarding work environment and skills supply. These initiatives may contribute to strengthening resilience on a local level, but no group-wide quantitative or qualitative analysis of strategic resilience has been conducted.

AddLife has not identified any changes in the material impacts, risks, or opportunities for its own workforce compared to the previous reporting period. AddLife has not included any company-specific disclosures in the group’s materiality analysis, but has solely based its assessment on the impacts, risks, and opportunities defined according to ESRS Disclosure Requirements.

AddLife has assessed potential risks and impacts on the group’s workforce linked to its plans to reduce environmental impact and meet international climate targets. No material negative effects or transition-related risks—such as restructuring, job losses, or the need for extensive retraining or upskilling—have been identified.

Furthermore, AddLife has conducted a risk assessment of the group’s operations and has not identified any operations where there is a significant risk of forced labor or child labor, either based on geographic location or the nature of the business.

Management of impacts, risks, and opportunities

Policies for the own workforce
AddLife’s Code of Conduct is a group-wide policy designed to ensure a work environment that promotes ethics, inclusion, non-discrimination, equal opportunities, and safety for all employees. It is structured to address material impacts, risks, and opportunities related to working conditions, human rights, and occupational health and safety.

The policy covers these aspects in the following areas:

• Promotion of diversity and inclusion and elimination of discrimination and harassment, with a focus on creating an inclusive work environment based on equal opportunities.
• Prohibition of child labor, forced labor, and violations of fundamental human rights, ensuring that operations align with international standards and minimizing compliance risks.
• Occupational health and safety, where AddLife actively works to ensure a physically and psychosocially safe work environment while minimizing the risk of workplace accidents.

The policy specifically prohibits discrimination based on gender, gender identity or expression, age, sexual orientation, disability, ethnicity, religion, political opinion, national and social origin, and other forms of discrimination covered by EU and national legislation. While there are currently no explicit policy commitments for affirmative actions targeting particularly vulnerable groups, AddLife is reviewing how inclusion can be strengthened in future policy work.

To ensure compliance with the Code of Conduct and to engage employees on these matters, AddLife has implemented the following mechanisms:

• Whistleblower service, an anonymous reporting channel for handling violations of policies and ethical guidelines. This platform serves as a confidential mechanism to identify and address cases of discrimination and other breaches of the Code of Conduct.
• Regular training, where all employees receive information about their rights and responsibilities related to the Code of Conduct.
• Internal reporting and monitoring, allowing AddLife to proactively identify and manage human rights-related risks.
• Further development of structured dialogues, reinforcing internal reporting channels and establishing forums where employees can discuss labor rights and workplace conditions.

As part of the Code of Conduct’s update, AddLife is reviewing additional processes to strengthen compliance control across all company operations.

The Code of Conduct applies to all employees within the group, regardless of geographic location. It establishes guidelines for working conditions, human rights, and ethics within AddLife’s own operations.

• Value chain: The policy does not directly cover suppliers or customers, but AddLife imposes requirements on business partners through the Supplier Code of Conduct.
• Geographic application: The policy applies globally and is adapted to local legal requirements.
• Stakeholders: The policy is primarily targeted at employees but also indirectly impacts business partners.

Currently, no specific exemptions exist for the Code of Conduct, but a review is ongoing as part of the planned update in 2025.

At present, AddLife does not have a formalized process for ensuring remediation in cases of negative human rights impacts. However, as part of its group-wide update of the Code of Conduct, AddLife is planning to establish such a mechanism in 2025. The purpose is to ensure that identified issues are handled transparently and fairly, with defined action plans and follow-ups.

In the context of updating its Code of Conduct, AddLife plans to establish such a mechanism in 2025. The objective is to ensure that identified issues are addressed transparently and fairly through defined action plans and follow-up processes.

The responsibility for implementing AddLife’s Code of Conduct lies with corporate management, with the Group CEO being the highest responsible person. At the subsidiary level, the respective subsidiary CEO is responsible for ensuring the implementation of the Code of Conduct within the subsidiary’s operations.

AddLife's Code of Conduct is based on international guidelines such as the UN Global Compact, the UN Universal Declaration of Human Rights, the ILO Core Conventions, and the OECD Guidelines for Multinational Enterprises. The OECD Guidelines have previously been part of the Group's policy framework, but the current update of the Code aims to further clarify and strengthen the Group's alignment with these guidelines. The Code of Conduct is also adapted to continue complying with the UN Guiding Principles on Business and Human Rights and the ILO Declaration on Fundamental Principles and Rights at Work.

The current Code of Conduct prohibits child labor and forced labor in accordance with international standards but does not specifically mention human trafficking. As part of the planned update in 2025, AddLife will explicitly include its commitment to combating human trafficking in the Code of Conduct.

During the Code of Conduct update, AddLife is working to identify appropriate methods to incorporate stakeholder interests. The focus is on ensuring that the Code reflects relevant labor rights aspects and business ethics policies in accordance with Disclosure Requirement S1-4 – Taking Action on Material Impacts.

AddLife continuously works to ensure that the Code of Conduct is accessible and understood by both employees and business partners. Currently, the code is available through internal communication channels, and AddLife offers regular training on its content. At the same time, AddLife evaluates how the policy can be made clearer for business partners and how it is integrated into the group's processes.

AddLife's Code of Conduct also includes commitments to ensure a safe work environment and prevent work-related accidents. Each subsidiary is responsible for maintaining a safe work environment in the way that best suits its operations. Some subsidiaries are certified according to ISO 45001, while the majority operate in accordance with the statutory requirements in their respective countries.

Procedures for engagement with employees and their representatives regarding workplace conditions
AddLife regularly engages with its employees to ensure that their perspectives are considered in decisions and activities related to working conditions and corporate culture. A key part of this effort is the annual employee survey, which is sent to all employees across the group. The survey provides insights into the work environment, leadership, and opportunities for improvement.

Engagement takes place directly with the company's employees through this survey, where all employees have the opportunity to share feedback about their work situation. In addition to the employee survey, engagement occurs through ongoing dialogue in management and team meetings, as well as through individual feedback between managers and employees. These forums enable continuous feedback collection and allow for corrective actions to be taken between survey periods. The group management is responsible for the survey, while the CEOs of each subsidiary are responsible for ensuring that employees can participate and that the results lead to relevant actions.

AddLife currently does not have a global framework agreement with employee representatives but plans to evaluate the possibility of strengthening cooperation with trade unions in certain parts of the business.

To assess the effectiveness of employee engagement, both response rates and qualitative analysis of the survey results are used. Additionally, AddLife is working to identify further methods for systematically following up on actions and ensuring that employees' perspectives have a real impact on decision-making.

At present, AddLife has no established method for specifically considering the perspectives of vulnerable groups, such as women, LGBTQ+ individuals, or migrants, but the group views this as an area for improvement. As part of its ongoing development efforts, AddLife plans to explore how the group can systematically capture insights from these groups, for example, through targeted dialogues or complementary surveys.

Procedures for remedying negative impacts and channels for employees to report Issues
AddLife currently lacks a formalized process for remedying negative impacts on its own workforce. As part of the group's ongoing sustainability due diligence efforts, AddLife plans to develop such a process in 2025. The objective is to ensure that identified cases of negative impact are handled transparently, fairly, and with clear action plans.

Currently, the primary mechanism for identifying and managing potential cases of negative impact is the group's whistleblowing system, which is provided by an external partner. The whistleblowing channels include a group-wide channel and local channels in certain subsidiaries. Reports submitted to the group-wide channel are handled by AddLife’s CFO and the chairman of the audit committee, while reports in the local whistleblowing systems are processed by individuals from each subsidiary’s management team.

At present, AddLife does not have a formal employee grievance mechanism. During 2025–2026, AddLife plans to expand the whistleblowing system into a broader grievance mechanism capable of addressing all types of personnel-related issues. This mechanism will include a more structured process to ensure that identified issues lead to concrete actions.

To ensure accessibility to these channels, AddLife has integrated the whistleblowing system into the group’s internal communication and Code of Conduct training, which all employees must complete. Information about the whistleblowing channels is easily accessible via the group’s website. AddLife is also working to identify additional ways to improve accessibility for employees to report concerns.

All whistleblower cases are stored in third-party software, where we document the handling of each case, follow-ups, and the final action taken. We continuously review how our whistleblowing channels function, including their usage and how reported cases are managed. We intend to enhance our monitoring of the whistleblowing function's effectiveness to ensure that it remains a reliable channel for employees.

To ensure that our employees are aware of and have confidence in our reporting channels, we actively communicate about the whistleblowing system through internal channels and Code of Conduct training. All employees undergo this training as part of the onboarding process and through regular updates. Additionally, information about the whistleblowing channels is made available on our website and internal platforms.

As part of the update to our Code of Conduct, we will clarify the protection for whistleblowers, including measures to prevent retaliation against individuals who report in good faith. This effort aims to ensure that the whistleblowing function is safe for all employees to use.

Measures regarding significant impacts on the workforce and strategies to mitigate key risks and leverage opportunities related to the workforce, and the effectiveness of these measures
Significant impacts, risks, and opportunities related to the workforce are primarily managed by each subsidiary based on insights gained through employee surveys and direct dialogue with employees.

AddLife identifies and assesses actual and potential negative impacts on the workforce through a combination of employee surveys, direct dialogue with employees, and analysis of key indicators in sustainability reporting.

• Data collection and identification: Data from employee surveys and direct dialogues are analyzed to detect trends or specific problem areas.
• Evaluation and prioritization: The management teams of the subsidiaries are responsible for assessing which identified risks or impacts require action.
• Decision-making and action planning: If a significant impact is identified, action proposals are developed at the group or company level.
• Implementation: Approved actions are carried out, such as policy updates, training sessions, or occupational health and safety initiatives.
• Follow-up and improvement: The effectiveness of implemented actions is monitored through subsequent employee surveys and continuous key indicator analysis.

Through this process, AddLife ensures that negative effects are identified in a timely manner and that corrective measures are taken where needed.

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During 2024, AddLife has been working on developing an HR handbook, specifically aimed at subsidiaries without a dedicated HR function, to support effective and consistent management of HR-related matters. The launch of the handbook is scheduled for 2025. In parallel, AddLife is developing a strategy for diversity, equality, and inclusion, with the aim of establishing governance and tools to support subsidiaries in achieving the group's strategic sustainability goals.

AddLife currently does not have an implemented process for remedying negative impacts but considers this a central part of the group's work in the coming years. Such a process is planned for development during 2025–2026 to ensure that appropriate measures are taken in the event of any negative impact.

AddLife invests in competence development through AddLife Academy, which offers training programs to empower employees and establish a shared corporate culture. All employees undergo mandatory training in Vision and Corporate Philosophy as well as the group's Code of Conduct, which clarifies expectations and obligations.

AddLife also offers open training programs in areas such as sales, leadership, and negotiation techniques, with a focus on instructor-led learning for experience sharing and networking. In addition to this, training programs are tailored based on the needs of the subsidiaries, often linked to "commercial excellence."

Group-wide work on employee-related matters is monitored through annual employee surveys and key performance indicators collected within the framework of AddLife’s sustainability reporting. The respective management teams of the subsidiaries are responsible for identifying and implementing measures appropriate to addressing actual or potential significant negative or positive impacts on their workforce.

AddLife allocates resources in the form of time, expertise, and follow-up mechanisms to manage significant impacts on the workforce and ensure the implementation of planned measures. Management is carried out at both the group and subsidiary levels, where subsidiary management teams are responsible for taking action based on identified needs, while the group provides guidance and strategic tools.

At present, AddLife assesses that these efforts do not entail any significant operational (Opex) or capital (Capex) costs. If future needs for substantial financial investments arise, this will be reported in upcoming sustainability disclosures.

AddLife has not identified any significant workforce-related risks or opportunities at the group level. However, AddLife continuously monitors potential changes through employee surveys, direct dialogue, and sustainability reporting to enable relevant actions as needed.

Subsidiary management teams are responsible for identifying and managing potential workforce-related risks or opportunities. The group management follows up on this through annual reports from subsidiaries on financial risks and opportunities.

AddLife actively works to ensure that the group's operations do not cause or contribute to significant negative impacts on the workforce. How AddLife identifies and manages these issues is described at the beginning of this section. AddLife also strives to strengthen the group's internal processes related to data security to protect both employees' and customers' information. For more information on this work, see Business Conduct.

Metrics and targets

Targets for managing significant negative impacts, strengthening positive impacts, and addressing key risks and opportunities
AddLife has established group-wide sustainability targets related to its employees to ensure a safe, inclusive, and developmental work environment. These targets are set by group management and approved by the Board of Directors.

These targets have been determined by group management without direct participation from employees or employee representatives. However, they are based on insights gained through annual employee surveys and other internal analyses.

The targets are monitored through continuous data collection, where AddLife identifies progress and areas for improvement. The subsidiaries' performance is analyzed annually and compared with previous years' measurements.

Although the targets are set centrally, follow-up is conducted locally within the subsidiaries, many of which use the employee survey as the basis for discussions on improvements and concrete actions. This approach allows for adaptations based on local needs and experiences.

Methodology for target management
Each target is described according to the following structure:

• Baseline and development: The starting point is based on current data from the previous year, with annual follow-ups.
• Timeframe and milestones: The targets have a defined endpoint and may include interim milestones.
• Methodology and assumptions: Data is sourced from internal HR systems and complies with relevant regulations.
• Scientific basis: Not applicable, as this only pertains to environmental targets according to ESRS.
• Potential changes: Adjustments may be made as methodologies develop, and such changes are reported transparently.
• Measurement method: Continuous tracking is conducted at both the group and subsidiary levels, with analyses serving as the basis for improvement measures.

Strategic social sustainability target
AddLife has a strategic gender equality target aimed at achieving a balanced gender representation when summarizing group management and all subsidiary management teams. Below is the outcome over the past three years. See also the Diversity Indicators section below.

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Social targets and threshold values
In addition to the gender equality target, AddLife is working towards the following goals related to work environment, inclusion, and ethics:

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These targets are monitored using the same methodology outlined earlier, with annual measurements and ongoing analysis at both the group and subsidiary levels.

Employee involvement in follow-Up
Although employees or employee representatives have not been directly involved in setting the targets, they play an active role in the follow-up process through the employee survey. Several subsidiaries use survey results to discuss and identify improvement measures in collaboration with their employees.

Performance monitoring and changes over time

• Monitoring and adjustments: Key indicators are tracked annually, and progress is compared with previous years.
• Changes in targets or methodology: Any methodological changes or adjustments to target reporting are identified and communicated transparently.

Employee Data
In line with the group’s decentralized business model, AddLife does not have a central HR system, meaning that data is collected from local internal systems within the group's subsidiaries. Consequently, the data collection methodology may vary between entities and markets.

Changes in the number of employees may be influenced by factors such as recruitment, employee turnover, or organizational changes during the year. All data is reported through the group’s consolidation system for financial reporting or the consolidation system for sustainability reporting.

The reported data has not been validated by an external party. AddLife aims to improve comparability and ensure high data quality in future reporting years.

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Collective bargaining coverage and social dialogue
Within AddLife, a portion of employees are covered by collective bargaining agreements or other forms of organized labor representation. Coverage rates vary between countries and regions depending on local labor market conditions. AddLife has not entered into any agreements for representation through a European Works Council (EWC), Societas Europaea (SE) Works Council, or Societas Cooperativa Europaea (SCE) Works Council.

The data is based on reporting from AddLife’s subsidiaries and their internal HR systems. Methods and data sources may vary between entities and countries. AddLife’s calculations have not been validated by an external party.

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Diversity indicators
This measurement includes the number of men and women in group management as well as in the local management teams of the group's subsidiaries. The data is reported by the subsidiaries through internal systems and compiled centrally.

During the year, a reporting error was identified in the 2023 data from one of the group's subsidiaries, which has been corrected in this year's compilation. Due to this adjustment, the figures for 2023 presented in this year's report differ from the corresponding data in the previous annual report.

The figures are based on the actual headcount at the time of reporting and rely on self-reported gender identity. Since gender is defined and reported by the subsidiaries, variations in reporting practices may occur between different entities and markets.

AddLife currently does not have external validation of this data beyond the internal review process during the compilation of the sustainability report. AddLife continuously works to improve data collection, ensure consistent classification of leadership positions, and enhance data quality across the group.

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Metrics for training and skills development
The data is based on reporting from subsidiaries as well as results from the group's employee survey. Since training and development initiatives are managed in a decentralized manner, variations in data collection may exist between entities and markets. For 2024, a detailed breakdown of these key figures by gender is not available; however, AddLife plans to collect this information in future reporting periods to improve the monitoring of training initiatives from a gender equality perspective.

Reported training hours include both formal training programs and internal learning initiatives. Efforts not recorded in the subsidiaries' internal systems, such as informal learning, self-study, and certain ad-hoc training sessions, may result in underreporting of total training outcomes.

The data has not been validated by an external party at the time of reporting. AddLife is continuously working to strengthen data collection, improve comparability between subsidiaries, and ensure that future reporting provides a more comprehensive view of company-wide training and development efforts.

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Metrics for work environment
The data on the work environment is based on reporting from subsidiaries and is collected via local HR and occupational health and safety systems. Occupational health and safety management systems cover operations in accordance with legal requirements and/or recognized standards, but the scope and application may vary between countries and entities.

Work-related accidents and health issues are reported in accordance with national regulations, which may affect comparability between markets. Data on audited and certified management systems is limited, and variations in reporting may occur due to local processes and definitions.

At present, AddLife does not have uniform external validation of work environment data beyond the internal review conducted during the compilation of the sustainability report. AddLife is continuously working to improve data collection and ensure consistent and reliable reporting.

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 Metrics for work-life balance
The data on family-related leave is based on reporting from subsidiaries, where information is collected through internal HR systems and administrative records. Definitions and implementation of family-related leave may vary between countries due to local legal requirements and internal company policies, which may affect data comparability.

AddLife is working to ensure consistent reporting of this indicator and plans to improve data collection to obtain a more comprehensive view of how leave is utilized within the group. The data has not been validated by an external party at the time of reporting.

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Compensation metrics (pay gaps and total compensation)
The pay gap is primarily influenced by gender differences in occupational roles and compensation structures. A predominant number of men work in roles with variable compensation, such as sales and leadership, while women are more often found in roles that typically lack variable compensation, such as administrative functions. Men are also more frequently represented in leadership positions, which results in a higher average compensation level.

The reduction in the pay gap from 2023 to 2024 is mainly due to several subsidiaries decreasing their pay gap in 2024. In particular, the group's aggregated pay gap has decreased because some of AddLife’s largest subsidiaries have reduced their internal pay disparities.

Data collection is based on reporting from subsidiaries and is compiled centrally. Salaries are analyzed without adjustments for factors such as age, experience, education, or job complexity, meaning that the figures represent a total average pay gap without accounting for occupation-specific variables.

AddLife plans to continue developing the group's salary analysis to increase transparency and ensure a fair compensation structure. The data has not been validated by an external party.

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Incidents, complaints, and severe human rights consequences
In 2024, no incidents of discrimination or harassment were reported within AddLife. However, according to the employee survey, 5 percent of employees felt they had experienced discrimination during the year. In 2025, we will further develop the group’s efforts on inclusion and anti-discrimination, aiming to encourage more employees to come forward if they feel discriminated against.

No complaints were received through our reporting channels, including whistleblowing mechanisms, and no cases were submitted to the National Contact Points for the OECD Guidelines for Multinational Enterprises. No fines, sanctions, or compensations related to such incidents have been recorded, and no severe human rights incidents related to our workforce have been identified.

Despite the absence of reported discrimination cases, it is likely that some underreporting exists. To ensure employees feel safe reporting potential incidents, we continue to actively strengthen our reporting systems and awareness of our whistleblowing channels.

Data is collected through internal reporting systems at both the group and subsidiary levels. Differences in local legal requirements and practices may affect the reporting of incidents and complaints in some countries. Our data has not been externally validated at the time of reporting, but we are continuously working to improve our data collection and ensure transparent and reliable reporting.

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