BP-1 General basis for preparation of sustainability statements

The sustainability report covers disclosures on the impacts, risks and opportunities that have been assessed as material in AddLife’s double materiality assessment. The double materiality assessment has been carried out based on AddLife’s own operations and the upstream and downstream value chain, including direct and indirect business relationships. The sustainability report has been prepared on a consolidated basis with the same scope as the financial statements. Where metrics have been estimated, or disclosures do not include recently acquired or discontinued subsidiaries, this is stated in connection with the metric or disclosure.

No information on intellectual property rights, know-how or innovation outcomes has been omitted, nor any information on possible future developments or ongoing negotiations.

BP-2 Disclosures in relation to specific circumstances

The time horizons applied in the sustainability report are aligned with the definition in the ESRS, unless otherwise stated. The time horizons form the basis for AddLife’s strategic planning, risk assessment and follow-up of sustainability targets.

• Short term: Less than 1 year

• Medium term: 1–5 years

• Long term: More than 5 years

The main sources of uncertainty in the calculations and estimates have been assessed to arise from the use of proxy data, general assumptions and a lack of primary data from the value chain. In addition, forward‑looking information such as long‑term sustainability targets, strategic initiatives and forecasts may be affected by external factors such as legislation, market developments and technological advances, which may mean that future outcomes can deviate from what has previously been reported.

For AddLife, these sources of uncertainty are primarily linked to estimates in the supply chain, where proxy data and indirect sources have been used and where certain data points have been extrapolated to fill data gaps. Indirect sources have been used in connection with the calculation of other indirect greenhouse gas (Scope 3) emissions in chapter 'E1 Climate change' and resource inflows in chapter 'E5 Resource use and circular economy'. For Scope 3 climate calculations, activity data from the value chain has partly been used, but the calculations largely consist of expenditure‑based estimates. In addition, AddLife has used general emission factors for industries and regions as well as assumptions regarding product lifetimes and usage patterns. To estimate the Group’s resource inflows, AddLife has developed a method based on financial data and proxy data. The methods, estimates and boundaries are described in more detail in the respective chapters.

AddLife has evaluated the data set to ensure that the estimates used meet the qualitative characteristics required under the ESRS. To increase accuracy and improve the quality of the calculations, AddLife will, over time, work to strengthen the collection of supplier‑specific data and reduce the reliance on general emission factors.

During the reporting period, errors were identified in the previous year’s climate reporting relating both to purchased energy and to other indirect categories in Scope 3. The errors were traced to input errors and incomplete reporting due to unavailable data. AddLife has corrected and recalculated the outcomes for ’Energy consumption and energy mix (E1‑5)’ and ’Total greenhouse gas emissions (E1‑6)’. The revised outcomes are presented in connection with each data point.

AddLife has applied the phase‑in provisions in the ESRS for expected financial effects (data points E1‑9 and E5‑6) and for upstream and downstream metrics.

GOV-2 Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies

In 2025, the Board of Directors was kept informed about sustainability‑related matters at regular Board meetings. The Board has addressed all material impacts, risks and opportunities through its annual approval of the double materiality assessment and the associated targets and actions. The Board was also informed about current sustainability matters and projects. During the reporting period, the Board has in particular addressed regulatory requirements related to the implementation of the CSRD and the Group’s strategic sustainability initiatives. After the end of the financial year, the Board adopted updated versions of the Code of Conduct and the Supplier Code of Conduct, as well as new policies on sustainability due diligence and sustainable sourcing.

Group Management and the Steering Group were regularly informed about material impacts, risks and opportunities during the reporting period. Group Management was informed on an ongoing basis as key issues were identified, and the Steering Group was informed on a monthly basis. The information included follow‑up on policies, actions, key performance indicators and the effectiveness of the company’s sustainability strategy. The Board of Directors and Group Management have initiated work to integrate sustainability aspects into their processes for strategy, major transactions and risk management. The work to analyse trade‑offs between impacts, risks and opportunities will be further developed over time.

GOV-3 Integration of sustainability-related performance in incentive schemes

The guidelines for remuneration to senior executives during the reporting period follow the guidelines prepared by the Remuneration Committee and adopted by the Annual General Meeting in 2024. The remuneration policy includes both fixed and variable salary as well as a long‑term incentive scheme for members of Group Management and certain key individuals. For the CEO and other senior executives, variable remuneration may amount to a maximum of 40 percent of the fixed annual salary.

Variable remuneration is to be evaluated against financial, operational and sustainability‑related targets. For 2025, sustainability‑related targets accounted for 15 percent of the total variable remuneration and the long‑term incentive scheme. The sustainability targets for variable remuneration are linked to four performance indicators relating to compliance with sustainability reporting requirements, reduced climate impact, gender balance in management teams and the monitoring of risks in the supply chain.

GOV-4 Statement on due diligence

AddLife’s sustainability due diligence process aims to identify, assess and manage material sustainability‑related risks and impacts. The table below provides an overview of the core elements of the process, including cross‑references to relevant sections and disclosures in the sustainability report.

GOV-5 Risk management and internal controls over sustainability reporting

AddLife will, over time, further develop its framework for risk management and internal control of sustainability reporting, based on the Group’s decentralised corporate structure. The framework is designed to strengthen the quality and monitoring of sustainability information and includes both preventive and detective controls. It encompasses, among other things, the implementation of standardised processes and structures, Group-wide guidelines and guidance, integration with existing financial control systems, as well as follow-up and variance analysis. In 2025, a Group-wide instruction was developed that forms the basis for the Group’s sustainability reporting. The instruction includes guidelines for roles and responsibilities, reporting principles, definitions and overarching guidance for calculations. The reporting principles have been designed on the basis of the ESRS qualitative characteristics and requirements regarding relevance, faithful representation, comparability, verifiability and understandability, in order to ensure that the information is accurate and complete. At a more overarching level, all activities within AddLife are conducted in accordance with the Group’s Code of Conduct.

To identify the risk of material misstatements in the sustainability reporting, an overall risk assessment has been carried out based on the Group’s framework for risk management and internal control. The assessment is based on the size of the subsidiaries (in financial terms and in terms of workforce), their geographical markets, and each company’s maturity level in sustainability reporting. The Group’s main risks relate to data collection and traceability. A Group-wide reporting system with associated analysis tools is used to consolidate AddLife’s sustainability reporting, but the underlying data is collected locally from a large number of subsidiaries, systems and external stakeholders.

AddLife is actively working to further develop the sustainability reporting process, with the aim of minimising the risk of material misstatements. During the reporting period, the work has primarily focused on strengthening the processes for data collection and traceability. In addition, the quality of sustainability data from external stakeholders is expected to improve over time, and AddLife reports openly and transparently on the limitations and uncertainties that have been identified.

The outcome and effectiveness of AddLife’s process for sustainability reporting and internal controls are reported at least annually to Group Management and the Board of Directors, in connection with the adoption of the annual report and the sustainability report.

SBM-1 Strategy, business model and value chain

AddLife’s strategy is based on the vision of improving people’s lives by being a leading value-creating partner in Life Science. The Group pursues this vision by offering high-quality products and services that contribute to better healthcare, social care and research. The vision is reflected in the Group’s business model, values and strategic initiatives. Sustainability is a natural and integral part of AddLife’s vision and is becoming an increasingly important element of the Group’s strategy as customer requirements evolve. A common feature of the markets in which AddLife’s companies operate is that healthcare is largely funded by public funds and that business is generally carried out through public procurement. It is becoming increasingly common, particularly in Northern and Western Europe, for tenders to include explicit sustainability requirements in addition to price. However, the scope and type of requirements vary between markets and customers. In addition to increasing customer demands, the market is characterised by strict regulation and stringent requirements related to product quality, associated certifications, regulatory compliance and monitoring.

Customer requirements and regulations from a sustainability perspective are reflected in AddLife’s sustainability management and support the Group’s strategic initiatives related to value- and productivity-based sales. By addressing customers’ most important sustainability issues, AddLife’s strategic sustainability work aims to create competitive advantages for suppliers and increase value for customers. From a Group perspective, this means coordinating Group-wide initiatives and supporting the subsidiaries with relevant tools to enable them, in a structured and efficient way, to adapt to changing customer requirements, new legislation and technological advances. At the local level, the operational sustainability management differs in its design and scope for each subsidiary, depending on the company’s size, operating conditions, geographical market and customer requirements.

AddLife’s sustainability targets apply to the Group as a whole and have not been further broken down by specific products and services, customer groups or geographical markets. The targets have been developed from a strategic perspective and focus on activities that AddLife can influence within the scope of its own operations. As a distributor, a large share of the Group’s identified impacts and risks are found in the upstream and downstream value chain, where AddLife does not have full control but strives to be an active and responsible partner to customers and suppliers. To ensure that the strategic sustainability work is carried out proactively, its effectiveness is monitored as part of AddLife’s sustainability management in the supply chain, as well as part of the Group’s overall risk management process and sustainability due diligence process.

AddLife’s value chain encompasses the activities, resources and relationships that the Group uses and depends on. It extends from the extraction of raw materials and production to delivery and use in the healthcare and care sector, as well as the handling of products at the end of their life cycle. The value chain illustration below shows the Group’s value chain and its links to material sustainability matters, activities and key stakeholders at each stage.

Upstream value chain

The upstream value chain extends across several stages, from the extraction of raw materials to the production of components and finished products consisting of electronics, ceramics, metals, plastics, reagents and textiles. AddLife’s operations depend on its partners, and the Group collaborates with globally established manufacturers and suppliers. Collaboration takes place primarily with first-tier suppliers, and generally AddLife does not have contact with actors or affected stakeholders further upstream in the value chain. To ensure a stable supply of high-quality solutions adapted to healthcare and research, AddLife works with supplier evaluations and long-term relationships. The Group’s strategic work and due diligence process regarding sustainability in the supply chain help, among other things, to identify and manage negative impacts and risks related to quality, the environment and social responsibility in the upstream stages. This work is conducted in dialogue with first-tier suppliers, but also covers impacts that arise through indirect business relationships earlier in the value chain.

Own operations

The Group mainly acts as a distributor, advisor and strategic partner. The product portfolio within the two business areas ranges from simple consumables to advanced instruments that require solid medical expertise to guide customers appropriately. AddLife strives to create added value by combining products, services and specialist expertise. Ensuring the right competencies among employees, as well as high-quality products and services, is made possible through AddLife’s decentralised business model, where local presence close to customers and strong supplier relationships are key factors. The subsidiaries operate in a large number of European countries and have strong commercial organisations with sales staff, product specialists, marketing resources, customer support, as well as training and service personnel. Approximately 10 percent of sales are generated by the Group's own products, where AddLife’s own operations mainly provide assembly and the remaining production is carried out by upstream suppliers. The decentralised corporate structure, combined with the Group’s network, reduces the risk of dependence on individual customers or suppliers.

Downstream value chain

The downstream value chain consists of customers in the private and public sectors, patients and users, healthcare professionals, researchers and laboratory staff. The combination of the products and services AddLife distributes and delivers helps, among other things, to improve efficiency in the healthcare sector, facilitate the work of healthcare professionals and support technological development in both healthcare and research – which results in better care, patient safety and health for patients and users. As in the upstream value chain, AddLife mainly has contact with direct customers in the private and public sectors, such as hospitals, laboratories and research institutions. However, there is no direct dialogue with healthcare professionals or patients.

Waste management mainly takes place locally at the customer’s site when the products distributed by AddLife reach their end-of-life. The waste that AddLife itself generates consists primarily of products that, for various reasons, cannot be sold and are therefore discarded.

SBM-2 Interests and views of stakeholders

From a sustainability perspective, the key stakeholders have been identified in terms of affected stakeholders and primary users of the sustainability information. Affected stakeholders are the individuals and groups whose interests are, or may be, positively or negatively affected by AddLife’s operations and by the Group’s direct and indirect business relationships throughout the value chain. AddLife’s main affected stakeholders consist of its own employees, suppliers, workers in the upstream value chain, customers, healthcare professionals, researchers and laboratory staff, as well as patients and users. The primary users of the sustainability information mainly consist of industry organisations, investors and analysts.

The dialogue with key stakeholders has primarily taken place in the course of ordinary business activities, for example through customer meetings, supplier dialogues, investor meetings and industry forums. Dedicated stakeholder dialogues focusing on sustainability matters have also been conducted as part of the double materiality assessment process, in procurement processes and as part of the strategic sustainability management in the supply chain. Insights from stakeholder dialogues help to identify material sustainability matters based on regulatory requirements and market expectations, and to ensure the direction of the strategic sustainability management.

Stakeholder perspectives differ between stakeholder groups and geographical markets. In summary, priority is given to issues relating to reduced climate and environmental impact, sustainable supply chains, sound business conduct and governance, regulatory compliance, product safety, as well as work environment and employee health. These insights have been taken into account in AddLife’s three Group-wide strategic sustainability focus areas and have formed the basis for the targets that have been set.

During the reporting period, the Board of Directors and Group Management were informed about stakeholder interests and priority sustainability matters both through general corporate processes and communication channels, and through their oversight of the double materiality assessment process.

SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model

IRO-1 Description of the processes to identify and assess material impacts, risks and opportunities

AddLife’s material impacts, risks and opportunities have been identified at consolidated level through the Group’s double materiality assessment. The process has been designed in accordance with ESRS 1 and EFRAG’s guidance on materiality assessment. It has been carried out in the steps described below. The overall process for the materiality assessment is presented in this chapter, while the topic‑specific assessments are described in more detail in the respective chapters.

In recent years, AddLife has further developed its existing double materiality assessment, based on the Group’s overall risk management process and due diligence process. The Group’s strategic sustainability work is both a key input to the process and, in turn, is informed and updated by the outcome of the double materiality assessment. The process is expected to evolve over time as the methodology is gradually aligned and integrated into existing corporate processes and as the quality of available data improves. The double materiality assessment has been quality assured as part of the Group’s internal control framework to ensure transparency, objectivity and a consistent application of the methodology. For the reporting period, no changes have been made to the methodology compared with the previous year, but the assessments have been updated based on new insights and data.